Project Governance Is Not One Size Fits All: A Role-Contingent Governance Framework for Project Success
Description
Project governance is critical for complex project operations, yet governance mechanisms may not contribute uniformly to project outcomes. Drawing on role theory, this study examines how structural, procedural, and relational governance relate to multidimensional project success and explores role-based heterogeneity. Survey data from 228 project participants in Taiwan were analyzed using covariance-based structural equation modeling and exploratory multi-group analysis. Procedural governance was positively associated with all three dimensions of project success, whereas structural and relational governance showed more selective relationships. Multi-group analysis further revealed differing governance–success patterns across project roles. The study develops a role-contingent perspective on project governance, showing that governance mechanisms perform complementary functions across project outcomes while suggesting that their relevance may vary according to the organizational roles through which governance is enacted.
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Institutions
- National Chung Cheng UniversityTaiwan, Minxiong