Author
Stephen K. Parker
Bio: Stephen K. Parker is an academic researcher from Queensland University of Technology. The author has contributed to research in topics: Project management & Project team. The author has an hindex of 2, co-authored 2 publications receiving 177 citations.
Papers
More filters
01 Apr 2005
TL;DR: In this paper, a web-based survey was designed and developed from a detailed literature review, with 67 completed surveys collected, equating to a 45% response rate, aimed to find the reasons for project management turnover; examine the extent to which Project management turnover is associated with a particular phase of the project life cycle; and investigate the effects of project management turning over on project performance.
Abstract: Changes in management personnel - variously termed displacement, succession or just turnover- have been found by many to have significant negative effects on project performance. However, researchers have often ignored the organizational context of succession, the timing of succession relative to the organizational life cycle, and the type of transfer undertaken in control surfaces. It has also been suggested that the idea of specifically choosing a project manager to see the project completely through its life cycle needs to be discarded in favour of selecting at each phase point, a new project manager best suited to the anticipated project environment.
To examine this further, a web-based survey was designed and developed from a detailed literature review, with 67 completed surveys collected, equating to a 45% response rate. This aimed to: find the reasons for project management turnover; examine the extent to which project management turnover is associated with a particular phase of the project life cycle; and investigate the effects of project management turnover on project performance.
The most significant findings are that project management turnover occurs predominantly in the execution phase of the project life cycle and that the main reasons for the turnover event are career motives, including the need for personal development, and dissatisfaction with the organisational culture and project management role. The results confirm that the turnover event disrupts and negatively affects the performance of the project team, the project, and potentially negates the competitive advantage of organisations in which it occurs.
110 citations
TL;DR: In this paper, the authors conducted a web-based survey to examine the effect of turnover in the project management context and found that turnover occurs predominantly during the execution phase of the project life cycle, with the main causes being related to career and personal development.
75 citations
Cited by
More filters
TL;DR: In this paper, the authors argue that the pursuit of explanations that rely upon identifying general patterns based upon cause and effect marginalises the particular, while a focus upon the particular frustrates the emergence of common patterns, shared meanings and normative recommendations.
259 citations
TL;DR: In this paper, the authors extend transactional and transformational leadership theory by looking at it from the perspective of the temporary organization and develop a research model with testable propositions on the effects of temporary organizations' characteristics on leadership and on followers' commitment in projects.
158 citations
TL;DR: In this article, a model linking EI to project success and examining the mediating effects of project managers' job satisfaction and trust on this relationship was proposed and tested, which indicated that EI has a positive impact on project success, job satisfaction, and trust.
156 citations
TL;DR: In this paper, a study conducted in Hong Kong found that the construction contracting organizations favor a culture of clear goals with stability and a relatively lower emphasis on innovation, which suggests construction maintains a local industry mentality.
144 citations
TL;DR: A framework identifying the key areas within IT projects where knowledge-based risks occur include a failure to learn from past projects, competence of the project team, problems in integrating and transferring knowledge, lack of a knowledge map, and volatility in governance is presented.
Abstract: This paper presents a framework identifying the key areas within IT projects where knowledge-based risks occur. These risks include a failure to learn from past projects, competence of the project ...
140 citations