The study provides increased understanding of how a lack of project sponsorship might affect project success. The qualitative phenomenological study used a modified van Kaam method by Moustakas (1994) to explore experiences and opinions of 21 project managers. The central phenomenon investigated was the impact of the project sponsor on a project and the resultant need for associated leadership behaviors. The interviews and subsequent analysis identified 11 themes. The research provides concepts and ideas to be used in formulation of plans and approaches maximizing benefits from interactions with project sponsors. Continued research was suggested to investigate the impact of culture on the effectiveness of the sponsor, and on how to best identify the correct sponsor to project manager paring.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 68/08, Dissertation Abstracts International|
|Subjects:||Management, Industrial engineering|
|Keywords:||Corporate culture, Project sponsor, Sponsorship|
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