Dissertation/Thesis Abstract

Organizational culture and information technology (IT) project success and failure factors: A mixed-methods study using the competing values framework and Schein's three levels approach
by Wilfong, Jeffery D., Ph.D., Saybrook University, 2014, 247; 3628342
Abstract (Summary)

The percentage of failure in traditional project management is high, as nearly 70% of projects fail (The Standish Group, 2009). Unsuccessful projects impact businesses, customers, and society in sizable ways.

Project success and failure research fit into two categories: (a) project management methodological issues and (b) leadership and organizational behavior issues. Most research focuses on the former. This research addressed the later, specifically examining Information Technology (IT) project workers who reside in the United States.

The central research question was, What is the optimal organizational culture for IT project teams such that success factors are enhanced and failure factors are lessened? A mixed-methods study was designed and implemented. For Phase One, an internet survey was conducted using Cameron and Quinn's (2006) Competing Values Framework (Organizational Culture Assessment Inventory (OCAI)) and compared to a measure of IT Project Success. For Phase Two, qualitative interviews were carried out using Schein's (2004) Three Levels Model of organizational culture, and then a Thematic Analysis was completed to obtain an optimal culture model.

One hundred forty-one participants completed Phase One. Results showed no significant correlation between the four culture types (Clan, Adhocracy, Market, and Hierarchy) and IT project success. For Phase Two, 15 participants of varying job roles and demographics completed interviews. Applying Thematic Analysis techniques, 175 codes related to leadership and organizational behavior issues were determined, which produced twenty-six themes.

The findings from Phase Two produced a set of interrelated organizational culture factors that IT project workers believed were optimal for project success. The framework was termed Enlightened Information Technology Project Culture (EITPC)TM and comprised four dimensions: (a) organizational behavior/leadership, (b) processes, (c) support, and (d) technology. The results suggest that if managers and consultants implemented this model, or applicable factors, that their IT projects would likely have greater success, or lower degrees of failure.

Suggestions for future research is to continue to study leadership and organizational behavior issues of project teams. Additional research is needed on the Enlightened Information Technology Project Culture (EITPC)TM framework to determine whether differing demographics of IT workers and company (or project) types impact the results.

Indexing (document details)
Advisor: Walton, Doug
Commitee: Jaffe, Dennis, Piazza, Charles
School: Saybrook University
Department: Organizational Systems
School Location: United States -- California
Source: DAI-A 75/11(E), Dissertation Abstracts International
Subjects: Business administration, Management, Information Technology, Organizational behavior
Keywords: Change management, Information technology, Leadership, Organizational culture, Project management, Project success
Publication Number: 3628342
ISBN: 978-1-321-03975-7
Copyright © 2020 ProQuest LLC. All rights reserved. Terms and Conditions Privacy Policy Cookie Policy