Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services
Abstract Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework...
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| Autor*in: |
Tiwari, Pankaj [verfasserIn] Suresha, B [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2021 |
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| Schlagwörter: |
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| Anmerkung: |
© Global Institute of Flexible Systems Management 2021 |
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| Übergeordnetes Werk: |
Enthalten in: Global journal of flexible systems management - New Delhi : Global Institute of Flexible Systems Management, 2001, 22(2021), 3 vom: 07. Mai, Seite 179-196 |
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| Übergeordnetes Werk: |
volume:22 ; year:2021 ; number:3 ; day:07 ; month:05 ; pages:179-196 |
| Links: |
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| DOI / URN: |
10.1007/s40171-021-00270-0 |
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| Katalog-ID: |
SPR044521316 |
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| 520 | |a Abstract Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework establishing the link between project risks, project flexibility, project performance, and business success, with project innovativeness as a moderating variable, has been introduced. To test the model, data were collated from over 400 managers working in Financial Services projects. The empirical outcomes through a Ordinal regression analysis demonstrate a substantial association between the management of project risks, project flexibility, and success of projects. Project innovativeness moderates the effects of project risks and project flexibility on project performance. Furthermore, managing project risks is vital to reduce the likelihood of failures in projects. This paper enriches existing research by applying a contingency perspective to project risk management and provides practical guidance for managing risks in projects professionally and also the relevancy of project flexibility. | ||
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10.1007/s40171-021-00270-0 doi (DE-627)SPR044521316 (SPR)s40171-021-00270-0-e DE-627 ger DE-627 rakwb eng 050 ASE Tiwari, Pankaj verfasserin aut Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Global Institute of Flexible Systems Management 2021 Abstract Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework establishing the link between project risks, project flexibility, project performance, and business success, with project innovativeness as a moderating variable, has been introduced. To test the model, data were collated from over 400 managers working in Financial Services projects. The empirical outcomes through a Ordinal regression analysis demonstrate a substantial association between the management of project risks, project flexibility, and success of projects. Project innovativeness moderates the effects of project risks and project flexibility on project performance. Furthermore, managing project risks is vital to reduce the likelihood of failures in projects. This paper enriches existing research by applying a contingency perspective to project risk management and provides practical guidance for managing risks in projects professionally and also the relevancy of project flexibility. Business success (dpeaa)DE-He213 Financial Services (dpeaa)DE-He213 Project flexibility (dpeaa)DE-He213 Project innovativeness (dpeaa)DE-He213 Project performance (dpeaa)DE-He213 Project risk management (dpeaa)DE-He213 Project success (dpeaa)DE-He213 Suresha, B verfasserin aut Enthalten in Global journal of flexible systems management New Delhi : Global Institute of Flexible Systems Management, 2001 22(2021), 3 vom: 07. Mai, Seite 179-196 (DE-627)379049562 (DE-600)2135478-9 0974-0198 nnns volume:22 year:2021 number:3 day:07 month:05 pages:179-196 https://dx.doi.org/10.1007/s40171-021-00270-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 22 2021 3 07 05 179-196 |
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10.1007/s40171-021-00270-0 doi (DE-627)SPR044521316 (SPR)s40171-021-00270-0-e DE-627 ger DE-627 rakwb eng 050 ASE Tiwari, Pankaj verfasserin aut Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Global Institute of Flexible Systems Management 2021 Abstract Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework establishing the link between project risks, project flexibility, project performance, and business success, with project innovativeness as a moderating variable, has been introduced. To test the model, data were collated from over 400 managers working in Financial Services projects. The empirical outcomes through a Ordinal regression analysis demonstrate a substantial association between the management of project risks, project flexibility, and success of projects. Project innovativeness moderates the effects of project risks and project flexibility on project performance. Furthermore, managing project risks is vital to reduce the likelihood of failures in projects. This paper enriches existing research by applying a contingency perspective to project risk management and provides practical guidance for managing risks in projects professionally and also the relevancy of project flexibility. Business success (dpeaa)DE-He213 Financial Services (dpeaa)DE-He213 Project flexibility (dpeaa)DE-He213 Project innovativeness (dpeaa)DE-He213 Project performance (dpeaa)DE-He213 Project risk management (dpeaa)DE-He213 Project success (dpeaa)DE-He213 Suresha, B verfasserin aut Enthalten in Global journal of flexible systems management New Delhi : Global Institute of Flexible Systems Management, 2001 22(2021), 3 vom: 07. Mai, Seite 179-196 (DE-627)379049562 (DE-600)2135478-9 0974-0198 nnns volume:22 year:2021 number:3 day:07 month:05 pages:179-196 https://dx.doi.org/10.1007/s40171-021-00270-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 22 2021 3 07 05 179-196 |
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10.1007/s40171-021-00270-0 doi (DE-627)SPR044521316 (SPR)s40171-021-00270-0-e DE-627 ger DE-627 rakwb eng 050 ASE Tiwari, Pankaj verfasserin aut Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Global Institute of Flexible Systems Management 2021 Abstract Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework establishing the link between project risks, project flexibility, project performance, and business success, with project innovativeness as a moderating variable, has been introduced. To test the model, data were collated from over 400 managers working in Financial Services projects. The empirical outcomes through a Ordinal regression analysis demonstrate a substantial association between the management of project risks, project flexibility, and success of projects. Project innovativeness moderates the effects of project risks and project flexibility on project performance. Furthermore, managing project risks is vital to reduce the likelihood of failures in projects. This paper enriches existing research by applying a contingency perspective to project risk management and provides practical guidance for managing risks in projects professionally and also the relevancy of project flexibility. Business success (dpeaa)DE-He213 Financial Services (dpeaa)DE-He213 Project flexibility (dpeaa)DE-He213 Project innovativeness (dpeaa)DE-He213 Project performance (dpeaa)DE-He213 Project risk management (dpeaa)DE-He213 Project success (dpeaa)DE-He213 Suresha, B verfasserin aut Enthalten in Global journal of flexible systems management New Delhi : Global Institute of Flexible Systems Management, 2001 22(2021), 3 vom: 07. Mai, Seite 179-196 (DE-627)379049562 (DE-600)2135478-9 0974-0198 nnns volume:22 year:2021 number:3 day:07 month:05 pages:179-196 https://dx.doi.org/10.1007/s40171-021-00270-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 22 2021 3 07 05 179-196 |
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10.1007/s40171-021-00270-0 doi (DE-627)SPR044521316 (SPR)s40171-021-00270-0-e DE-627 ger DE-627 rakwb eng 050 ASE Tiwari, Pankaj verfasserin aut Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Global Institute of Flexible Systems Management 2021 Abstract Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework establishing the link between project risks, project flexibility, project performance, and business success, with project innovativeness as a moderating variable, has been introduced. To test the model, data were collated from over 400 managers working in Financial Services projects. The empirical outcomes through a Ordinal regression analysis demonstrate a substantial association between the management of project risks, project flexibility, and success of projects. Project innovativeness moderates the effects of project risks and project flexibility on project performance. Furthermore, managing project risks is vital to reduce the likelihood of failures in projects. This paper enriches existing research by applying a contingency perspective to project risk management and provides practical guidance for managing risks in projects professionally and also the relevancy of project flexibility. Business success (dpeaa)DE-He213 Financial Services (dpeaa)DE-He213 Project flexibility (dpeaa)DE-He213 Project innovativeness (dpeaa)DE-He213 Project performance (dpeaa)DE-He213 Project risk management (dpeaa)DE-He213 Project success (dpeaa)DE-He213 Suresha, B verfasserin aut Enthalten in Global journal of flexible systems management New Delhi : Global Institute of Flexible Systems Management, 2001 22(2021), 3 vom: 07. Mai, Seite 179-196 (DE-627)379049562 (DE-600)2135478-9 0974-0198 nnns volume:22 year:2021 number:3 day:07 month:05 pages:179-196 https://dx.doi.org/10.1007/s40171-021-00270-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 22 2021 3 07 05 179-196 |
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10.1007/s40171-021-00270-0 doi (DE-627)SPR044521316 (SPR)s40171-021-00270-0-e DE-627 ger DE-627 rakwb eng 050 ASE Tiwari, Pankaj verfasserin aut Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Global Institute of Flexible Systems Management 2021 Abstract Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework establishing the link between project risks, project flexibility, project performance, and business success, with project innovativeness as a moderating variable, has been introduced. To test the model, data were collated from over 400 managers working in Financial Services projects. The empirical outcomes through a Ordinal regression analysis demonstrate a substantial association between the management of project risks, project flexibility, and success of projects. Project innovativeness moderates the effects of project risks and project flexibility on project performance. Furthermore, managing project risks is vital to reduce the likelihood of failures in projects. This paper enriches existing research by applying a contingency perspective to project risk management and provides practical guidance for managing risks in projects professionally and also the relevancy of project flexibility. Business success (dpeaa)DE-He213 Financial Services (dpeaa)DE-He213 Project flexibility (dpeaa)DE-He213 Project innovativeness (dpeaa)DE-He213 Project performance (dpeaa)DE-He213 Project risk management (dpeaa)DE-He213 Project success (dpeaa)DE-He213 Suresha, B verfasserin aut Enthalten in Global journal of flexible systems management New Delhi : Global Institute of Flexible Systems Management, 2001 22(2021), 3 vom: 07. Mai, Seite 179-196 (DE-627)379049562 (DE-600)2135478-9 0974-0198 nnns volume:22 year:2021 number:3 day:07 month:05 pages:179-196 https://dx.doi.org/10.1007/s40171-021-00270-0 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 22 2021 3 07 05 179-196 |
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Tiwari, Pankaj |
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Tiwari, Pankaj ddc 050 misc Business success misc Financial Services misc Project flexibility misc Project innovativeness misc Project performance misc Project risk management misc Project success Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services |
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050 ASE Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services Business success (dpeaa)DE-He213 Financial Services (dpeaa)DE-He213 Project flexibility (dpeaa)DE-He213 Project innovativeness (dpeaa)DE-He213 Project performance (dpeaa)DE-He213 Project risk management (dpeaa)DE-He213 Project success (dpeaa)DE-He213 |
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ddc 050 misc Business success misc Financial Services misc Project flexibility misc Project innovativeness misc Project performance misc Project risk management misc Project success |
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Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services |
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moderating role of project innovativeness on project flexibility, project risk, project performance, and business success in financial services |
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Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services |
| abstract |
Abstract Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework establishing the link between project risks, project flexibility, project performance, and business success, with project innovativeness as a moderating variable, has been introduced. To test the model, data were collated from over 400 managers working in Financial Services projects. The empirical outcomes through a Ordinal regression analysis demonstrate a substantial association between the management of project risks, project flexibility, and success of projects. Project innovativeness moderates the effects of project risks and project flexibility on project performance. Furthermore, managing project risks is vital to reduce the likelihood of failures in projects. This paper enriches existing research by applying a contingency perspective to project risk management and provides practical guidance for managing risks in projects professionally and also the relevancy of project flexibility. © Global Institute of Flexible Systems Management 2021 |
| abstractGer |
Abstract Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework establishing the link between project risks, project flexibility, project performance, and business success, with project innovativeness as a moderating variable, has been introduced. To test the model, data were collated from over 400 managers working in Financial Services projects. The empirical outcomes through a Ordinal regression analysis demonstrate a substantial association between the management of project risks, project flexibility, and success of projects. Project innovativeness moderates the effects of project risks and project flexibility on project performance. Furthermore, managing project risks is vital to reduce the likelihood of failures in projects. This paper enriches existing research by applying a contingency perspective to project risk management and provides practical guidance for managing risks in projects professionally and also the relevancy of project flexibility. © Global Institute of Flexible Systems Management 2021 |
| abstract_unstemmed |
Abstract Project risk management is crucial for project success and for achieving short-term and long-term project goals. This study examines the linkage between the management of project risks and project flexibility for information technology projects in Financial Services. A conceptual framework establishing the link between project risks, project flexibility, project performance, and business success, with project innovativeness as a moderating variable, has been introduced. To test the model, data were collated from over 400 managers working in Financial Services projects. The empirical outcomes through a Ordinal regression analysis demonstrate a substantial association between the management of project risks, project flexibility, and success of projects. Project innovativeness moderates the effects of project risks and project flexibility on project performance. Furthermore, managing project risks is vital to reduce the likelihood of failures in projects. This paper enriches existing research by applying a contingency perspective to project risk management and provides practical guidance for managing risks in projects professionally and also the relevancy of project flexibility. © Global Institute of Flexible Systems Management 2021 |
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Moderating Role of Project Innovativeness on Project Flexibility, Project Risk, Project Performance, and Business Success in Financial Services |
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https://dx.doi.org/10.1007/s40171-021-00270-0 |
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Suresha, B |
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2024-07-04T01:06:15.019Z |
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