Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
276925 | International Journal of Project Management | 2010 | 12 Pages |
Abstract
Agency theory offers a foundation for explaining the impact of project monitoring on project success. This study applied agency theory to survey 428 information systems project managers concerning their project monitoring, shirking by systems developers, and project success. Greater project monitoring via planning and meetings predicted less shirking, while greater monitoring via responsibilities and comparison did not. Less shirking via poor focus predicted increased project success, while less shirking via loafing did not. These findings have implications for project managers and project management researchers.
Related Topics
Physical Sciences and Engineering
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Civil and Structural Engineering
Authors
Robert C. Mahaney, Albert L. Lederer,