Does perceived top management involvement and knowledge sharing affect perceived project performance? Evidence from the banking sector
Апстракт
This study explores the impact of perceived top management involvement and knowledge sharing on perceived project performance. Relationships are examined from a sample of CEOs, directors and project managers from one large international bank in Serbia. Our results confirm that the "human factor" is critical to project success because perceived top management commitment exerts the most relevant direct relation, in addition to having an indirect relation through perceived knowledge management. Moreover, a nontrivial proportion of perceived project success (35%) is explained through perceived top management involvement and knowledge sharing.
Кључне речи:
top management involvement / project performance / performance management / knowledge sharingИзвор:
Journal of East European Management Studies, 2019, 24, 2, 259-279Издавач:
- Nomos Verlagsgesellschaft Mbh & Co Kg, Baden-Baden
Финансирање / пројекти:
- Истраживање савремених тенденција стратешког управљања применом специјализованих менаџмент дисциплина у функцији конкурентности српске привреде (RS-MESTD-Basic Research (BR or ON)-179081)
DOI: 10.5771/0949-6181-2019-2-259
ISSN: 0949-6181
WoS: 000476834100005
Scopus: 2-s2.0-85070967161
Институција/група
Fakultet organizacionih naukaTY - JOUR AU - Milošević, Nela AU - Tošković, Oliver AU - Barjaktarović Rakočević, Slađana PY - 2019 UR - https://rfos.fon.bg.ac.rs/handle/123456789/1875 AB - This study explores the impact of perceived top management involvement and knowledge sharing on perceived project performance. Relationships are examined from a sample of CEOs, directors and project managers from one large international bank in Serbia. Our results confirm that the "human factor" is critical to project success because perceived top management commitment exerts the most relevant direct relation, in addition to having an indirect relation through perceived knowledge management. Moreover, a nontrivial proportion of perceived project success (35%) is explained through perceived top management involvement and knowledge sharing. PB - Nomos Verlagsgesellschaft Mbh & Co Kg, Baden-Baden T2 - Journal of East European Management Studies T1 - Does perceived top management involvement and knowledge sharing affect perceived project performance? Evidence from the banking sector EP - 279 IS - 2 SP - 259 VL - 24 DO - 10.5771/0949-6181-2019-2-259 UR - conv_2202 ER -
@article{ author = "Milošević, Nela and Tošković, Oliver and Barjaktarović Rakočević, Slađana", year = "2019", abstract = "This study explores the impact of perceived top management involvement and knowledge sharing on perceived project performance. Relationships are examined from a sample of CEOs, directors and project managers from one large international bank in Serbia. Our results confirm that the "human factor" is critical to project success because perceived top management commitment exerts the most relevant direct relation, in addition to having an indirect relation through perceived knowledge management. Moreover, a nontrivial proportion of perceived project success (35%) is explained through perceived top management involvement and knowledge sharing.", publisher = "Nomos Verlagsgesellschaft Mbh & Co Kg, Baden-Baden", journal = "Journal of East European Management Studies", title = "Does perceived top management involvement and knowledge sharing affect perceived project performance? Evidence from the banking sector", pages = "279-259", number = "2", volume = "24", doi = "10.5771/0949-6181-2019-2-259", url = "conv_2202" }
Milošević, N., Tošković, O.,& Barjaktarović Rakočević, S.. (2019). Does perceived top management involvement and knowledge sharing affect perceived project performance? Evidence from the banking sector. in Journal of East European Management Studies Nomos Verlagsgesellschaft Mbh & Co Kg, Baden-Baden., 24(2), 259-279. https://doi.org/10.5771/0949-6181-2019-2-259 conv_2202
Milošević N, Tošković O, Barjaktarović Rakočević S. Does perceived top management involvement and knowledge sharing affect perceived project performance? Evidence from the banking sector. in Journal of East European Management Studies. 2019;24(2):259-279. doi:10.5771/0949-6181-2019-2-259 conv_2202 .
Milošević, Nela, Tošković, Oliver, Barjaktarović Rakočević, Slađana, "Does perceived top management involvement and knowledge sharing affect perceived project performance? Evidence from the banking sector" in Journal of East European Management Studies, 24, no. 2 (2019):259-279, https://doi.org/10.5771/0949-6181-2019-2-259 ., conv_2202 .