The Effect of Vision, Artifacts, and Leader Values on Contextual Performance Behavior and Success in Technology Challenging Projects: Qualitative Evidence
Zvi H. Aronson (),
Aaron J. Shenhar and
Wang Wenzhou
Additional contact information
Zvi H. Aronson: Howe School of Technology Management, Stevens Institute of Technology, 1 Castle Point Terrace, Hoboken NJ 07030, USA
Aaron J. Shenhar: Rutgers Business School, 1 Washington Park, Newark, New Jersey 07102, USA
Wang Wenzhou: School of Economics and Business Administration, Rear Main Building 1618, Beijing Normal University, Outer St. 19, Xin Jiekou Beijing, China
International Journal of Innovation and Technology Management (IJITM), 2014, vol. 11, issue 06, 1-26
Abstract:
In high-tech projects, which we refer to as technology challenging projects, all or mostly new technologies are used. While an effective project manager may be the source for a project team's spirit, there are other possibilities, like the satisfying nature of the technical challenge of high-tech projects or the opportunity for new learning on the job. In the current case study, we center on the views of partakers' in successful and failed technology challenging projects, and examine the importance of maintaining and managing a project's spirit, regardless of the level of spirit partakers bring to the project, and irrespective of the satisfying level of the technical challenge. The project cases highlight the value of managing employees' emotions, attitudes and behavioral norms that are focused on expected project outcomes, termed spirit, in technology challenging projects. Qualitative findings imply that leaders can be trained to execute behaviors that generate spirit in high-tech projects, which boosts contextual performance behavior and increases success.
Keywords: Culture; contextual performance behavior; technology challenging projects (search for similar items in EconPapers)
Date: 2014
References: View references in EconPapers View complete reference list from CitEc
Citations:
Downloads: (external link)
http://www.worldscientific.com/doi/abs/10.1142/S0219877014500400
Access to full text is restricted to subscribers
Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
HTML/Text
Persistent link: https://EconPapers.repec.org/RePEc:wsi:ijitmx:v:11:y:2014:i:06:n:s0219877014500400
Ordering information: This journal article can be ordered from
DOI: 10.1142/S0219877014500400
Access Statistics for this article
International Journal of Innovation and Technology Management (IJITM) is currently edited by H K Tang
More articles in International Journal of Innovation and Technology Management (IJITM) from World Scientific Publishing Co. Pte. Ltd.
Bibliographic data for series maintained by Tai Tone Lim ().