TY - JOUR
T1 - The effect of vision, artifacts, and leader values on contextual performance behavior and success in technology challenging projects
T2 - Qualitative evidence
AU - Aronson, Zvi H.
AU - Shenhar, Aaron J.
AU - Wenzhou, Wang
N1 - Publisher Copyright:
© 2014 World Scientific Publishing Company.
PY - 2014/12/22
Y1 - 2014/12/22
N2 - In high-tech projects, which we refer to as technology challenging projects, all or mostly new technologies are used. While an effective project manager may be the source for a project team's spirit, there are other possibilities, like the satisfying nature of the technical challenge of high-tech projects or the opportunity for new learning on the job. In the current case study, we center on the views of partakers' in successful and failed technology challenging projects, and examine the importance of maintaining and managing a project's spirit, regardless of the level of spirit partakers bring to the project, and irrespective of the satisfying level of the technical challenge. The project cases highlight the value of managing employees' emotions, attitudes and behavioral norms that are focused on expected project outcomes, termed spirit, in technology challenging projects. Qualitative findings imply that leaders can be trained to execute behaviors that generate spirit in high-tech projects, which boosts contextual performance behavior and increases success.
AB - In high-tech projects, which we refer to as technology challenging projects, all or mostly new technologies are used. While an effective project manager may be the source for a project team's spirit, there are other possibilities, like the satisfying nature of the technical challenge of high-tech projects or the opportunity for new learning on the job. In the current case study, we center on the views of partakers' in successful and failed technology challenging projects, and examine the importance of maintaining and managing a project's spirit, regardless of the level of spirit partakers bring to the project, and irrespective of the satisfying level of the technical challenge. The project cases highlight the value of managing employees' emotions, attitudes and behavioral norms that are focused on expected project outcomes, termed spirit, in technology challenging projects. Qualitative findings imply that leaders can be trained to execute behaviors that generate spirit in high-tech projects, which boosts contextual performance behavior and increases success.
KW - Contextual performance behavior
KW - Culture
KW - Technology challenging projects
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U2 - 10.1142/S0219877014500400
DO - 10.1142/S0219877014500400
M3 - Article
AN - SCOPUS:84929607004
SN - 0219-8770
VL - 11
JO - International Journal of Innovation and Technology Management
JF - International Journal of Innovation and Technology Management
IS - 6
M1 - 1450040
ER -