Managing the intangible aspects of a project: The affect of vision, artifacts, and leader values on project spirit and success in technology-driven projects

Zvi H. Aronson, Aaron J. Shenhar, Peerasit Patanakul

Research output: Contribution to journalArticlepeer-review

33 Scopus citations

Abstract

Successful projects are often characterized by a unique spirit. Phase one results, based on 193 employees partaking in 60 projects across organizations, support a model positing that leader building activities affect employees' emotions, attitudes, and behavioral norms that are focused on expected project outcomes, termed project spirit. Spirit affects employees' contextual performance behavior, which in turn affects success as proposed. Phase two cases, designed to ground these results in technology-driven project contexts, highlight the value of managing the project's intangible aspects captured by spirit. Quantitative and qualitative findings imply that leaders can be coached to execute behaviors that generate a project's spirit, which boosts contextual performance behavior and increases project success.

Original languageEnglish (US)
Pages (from-to)35-58
Number of pages24
JournalProject Management Journal
Volume44
Issue number1
DOIs
StatePublished - Feb 1 2013

All Science Journal Classification (ASJC) codes

  • Business and International Management
  • Strategy and Management
  • Management of Technology and Innovation

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