Cross-country evidence on project portfolio success in the Asia-Pacific region: Role of CEO transformational leadership, portfolio governance and strategic innovation orientation

Project portfolio management ensures a hierarchy of purpose and effective prioritization of projects in achieving organization’s strategic objectives. This study argues that the lack of discipline in integrating projects makes project portfolio investments and anticipated benefits unclear, causing i...

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Autores principales:	Umer Zaman, Raja Danish Nadeem, Shahid Nawaz
Formato:	article
Lenguaje:	EN
Publicado:	Taylor & Francis Group 2020
Materias:	transformational leadership portfolio governance strategic innovation orientation and project portfolio success Business HF5001-6182 Management. Industrial management HD28-70
Acceso en línea:	https://doaj.org/article/6abd26af9f954ab4b199eb612544fddd
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spelling	oai:doaj.org-article:6abd26af9f954ab4b199eb612544fddd2021-12-02T18:21:51ZCross-country evidence on project portfolio success in the Asia-Pacific region: Role of CEO transformational leadership, portfolio governance and strategic innovation orientation2331-197510.1080/23311975.2020.1727681https://doaj.org/article/6abd26af9f954ab4b199eb612544fddd2020-01-01T00:00:00Zhttp://dx.doi.org/10.1080/23311975.2020.1727681https://doaj.org/toc/2331-1975Project portfolio management ensures a hierarchy of purpose and effective prioritization of projects in achieving organization’s strategic objectives. This study argues that the lack of discipline in integrating projects makes project portfolio investments and anticipated benefits unclear, causing internal congestion of indecisive and/or unsuccessful projects. This research empirically scrutinizes project portfolio success in a transnational and cross-cultural perspective in the Asia-Pacific (APAC) region. Based on samples drawn from the information and communications technology (ICT) industry in the Republic of Korea (an advanced economy) and Pakistan (an emerging economy), the hypothesized relationships were empirically tested using partial least squares structural equation modeling (PLS-SEM). The study findings revealed a significant and positive effect of CEO transformational leadership on project portfolio success. The findings also confirmed that strategic innovation orientation significantly mediates the effect of CEO transformational leadership on project portfolio success. In addition, this study provides support for portfolio governance mechanism in a moderating role that significantly enhanced the relationships between CEO transformational leadership and project portfolio success; also, strategic innovation orientation and project portfolio success. This study presents convergent views between Korea (Study-I) and Pakistan (Study-II) in terms of the application of CEO transformational leadership, portfolio governance and strategic innovation in explaining project portfolio success. Implications of findings are drawn based on a new perspective of project portfolio success in a cross-country context.Umer ZamanRaja Danish NadeemShahid NawazTaylor & Francis Grouparticletransformational leadershipportfolio governancestrategic innovation orientation and project portfolio successBusinessHF5001-6182Management. Industrial managementHD28-70ENCogent Business & Management, Vol 7, Iss 1 (2020)
institution	DOAJ
collection	DOAJ
language	EN
topic	transformational leadership portfolio governance strategic innovation orientation and project portfolio success Business HF5001-6182 Management. Industrial management HD28-70
spellingShingle	transformational leadership portfolio governance strategic innovation orientation and project portfolio success Business HF5001-6182 Management. Industrial management HD28-70 Umer Zaman Raja Danish Nadeem Shahid Nawaz Cross-country evidence on project portfolio success in the Asia-Pacific region: Role of CEO transformational leadership, portfolio governance and strategic innovation orientation
description	Project portfolio management ensures a hierarchy of purpose and effective prioritization of projects in achieving organization’s strategic objectives. This study argues that the lack of discipline in integrating projects makes project portfolio investments and anticipated benefits unclear, causing internal congestion of indecisive and/or unsuccessful projects. This research empirically scrutinizes project portfolio success in a transnational and cross-cultural perspective in the Asia-Pacific (APAC) region. Based on samples drawn from the information and communications technology (ICT) industry in the Republic of Korea (an advanced economy) and Pakistan (an emerging economy), the hypothesized relationships were empirically tested using partial least squares structural equation modeling (PLS-SEM). The study findings revealed a significant and positive effect of CEO transformational leadership on project portfolio success. The findings also confirmed that strategic innovation orientation significantly mediates the effect of CEO transformational leadership on project portfolio success. In addition, this study provides support for portfolio governance mechanism in a moderating role that significantly enhanced the relationships between CEO transformational leadership and project portfolio success; also, strategic innovation orientation and project portfolio success. This study presents convergent views between Korea (Study-I) and Pakistan (Study-II) in terms of the application of CEO transformational leadership, portfolio governance and strategic innovation in explaining project portfolio success. Implications of findings are drawn based on a new perspective of project portfolio success in a cross-country context.
format	article
author	Umer Zaman Raja Danish Nadeem Shahid Nawaz
author_facet	Umer Zaman Raja Danish Nadeem Shahid Nawaz
author_sort	Umer Zaman
title	Cross-country evidence on project portfolio success in the Asia-Pacific region: Role of CEO transformational leadership, portfolio governance and strategic innovation orientation
title_short	Cross-country evidence on project portfolio success in the Asia-Pacific region: Role of CEO transformational leadership, portfolio governance and strategic innovation orientation
title_full	Cross-country evidence on project portfolio success in the Asia-Pacific region: Role of CEO transformational leadership, portfolio governance and strategic innovation orientation
title_fullStr	Cross-country evidence on project portfolio success in the Asia-Pacific region: Role of CEO transformational leadership, portfolio governance and strategic innovation orientation
title_full_unstemmed	Cross-country evidence on project portfolio success in the Asia-Pacific region: Role of CEO transformational leadership, portfolio governance and strategic innovation orientation
title_sort	cross-country evidence on project portfolio success in the asia-pacific region: role of ceo transformational leadership, portfolio governance and strategic innovation orientation
publisher	Taylor & Francis Group
publishDate	2020
url	https://doaj.org/article/6abd26af9f954ab4b199eb612544fddd
work_keys_str_mv	AT umerzaman crosscountryevidenceonprojectportfoliosuccessintheasiapacificregionroleofceotransformationalleadershipportfoliogovernanceandstrategicinnovationorientation AT rajadanishnadeem crosscountryevidenceonprojectportfoliosuccessintheasiapacificregionroleofceotransformationalleadershipportfoliogovernanceandstrategicinnovationorientation AT shahidnawaz crosscountryevidenceonprojectportfoliosuccessintheasiapacificregionroleofceotransformationalleadershipportfoliogovernanceandstrategicinnovationorientation
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Cross-country evidence on project portfolio success in the Asia-Pacific region: Role of CEO transformational leadership, portfolio governance and strategic innovation orientation

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