Developing a theoretical- and practice-based framework of direct and indirect influence for project management

Abstract

This study originated from a fruitless search for theory on the construct of influence in the literature and professional project management bodies of knowledge for project managers’ educational purposes, to improve project success. The study aimed to explicate the construct of direct and indirect influence in developing a theoretical- and practice-based framework for influence, which could be used by project managers of complex projects to affect project success. It was found that the theory on influence was vague about indirect influence and neglected for direct influence. A combination of research philosophies had to be applied inclusive of a constructivist, critical and pragmatic paradigm to address the research problem. The research questions were formulated to address the shortcomings identified, and a mixed-method sequential exploratory study design was undertaken, starting with the qualitative study followed by the quantitative study. The qualitative study included an integrative literature review where a literature baseline was established, through the borrowing of theory from the behavioural and social science to explicate the conceptual theoretical framework for influence. The theoretical baseline delivered a definition of influence and clarified ambiguities and contrasting theoretical concepts. The background to abstract cognitive concepts such as knowledge, learning and decision-making and behavioural concepts such as attitude, values and beliefs, constituted a contextual baseline for the study. The integrative literature review and qualitative analysis delivered a well-balanced mix of past and modern theories to form a normative model and theoretical framework for influence, with core elements of persuasion, communication and decision-making. The quantitative study followed from the qualitative findings to develop models for influence that are applicable, valid and reliable in the project management domain. It further sought to determine the contribution, as perceived by a response group of 99 project managers, of the theory on influence so as to project success. The validity and reliability of the theory was determined through exploratory and confirmatory factor analysis and multiple linear regression analysis. The perceived effect of influence on project success was established through confirmatory factor analysis. Quantitative results were structured into frameworks in comparison with the theoretical framework to establish a theoretical- and practice-based framework for influence and to identify theoretical and practical gaps to be considered when this framework has to be utilised by project managers in complex projects. The contribution of this study to theory and practice is that the developed theoretical- and practice-based framework for influence, is a first-off in the domain of project management and for project managers. The emphasis for project managers in utilising this framework is built on the need within the project management process to focus on stakeholder relationship management through stakeholder profiling, decision-making determinants and important decision-making composites. Stakeholder focus could be obtained through the execution of a goal-directed persuasion strategy to

know-oneself through social identification, to know the stakeholders and oneself in terms of beliefs, values and attitudes, and to know the environment in which influence must be practiced. In realisation of the persuasion strategy, communication becomes the mediator through message content with persuasive and motivational value and sensitivity towards noise reduction. The findings further revealed that project managers involved with complex projects in South African do not regard the ‘know-oneself’, ‘know the environment’ and ‘decision-maker’ composition as sufficiently important in being able to use influence. This is in contradiction with the theory of influence as ‘know-oneself’ is important for self-regulation and social identity in stakeholder management. ‘Decision-maker’ composition is the gateway to communications and ‘knowing the environment’ is very important for indirect influence, through situational factors. The theoretical- and practice-based framework for influence provided a unique solution to close the gap in the non-existing framework of indirect influence, through situational factors and to complement the knowledge base of direct influence, through attitudinal factors in the main project management bodies of knowledge and in the literature.