The combined effects of managerial control, resource commitment, and top management support on the successful delivery of information systems projects

Current research on information systems (IS) projects fails to comprehensively explain how these projects can achieve higher performance. This study examines the underlying conditions that result in IS project performance. We examined the role of managerial control as well as the moderating effects of resource commitment and top management support. Data were collected from 262 respondents working in various IS projects across Pakistan. The results indicate that managerial control plays a key role in the performance of IS projects. The moderating role of resource commitment was established for clan control and outcome control, while it failed to play a moderating role for behavioral control and self-control. In case of top management support, the moderation was established for outcome control and clan control while for other two dimensions of managerial control i.e. self-control and behavioral control, the moderating role was not established.