Why project performance varies: a capability-based explanation Bannerman, Paul L. and Yetton, Philip W. 2011, Why project performance varies: a capability-based explanation, in PACIS 2011 : Quality Research in Pacific : Proceedings of the 15th Pacific Asia Conference on Information Systems, Association for Information Systems, Atlanta, Ga., pp. 1-15. Attached Files Name Description MIMEType Size Downloads Title Why project performance varies: a capability-based explanation Author(s) Bannerman, Paul L. Yetton, Philip W. orcid.org/0000-0001-8290-529X Conference name Pacific Asia Conference on Information Systems (15th : 2011 : Brisbane, Queensland) Conference location Brisbane, Queensland Conference dates 2011/07/07 - 2011/07/11 Title of proceedings PACIS 2011 : Quality Research in Pacific : Proceedings of the 15th Pacific Asia Conference on Information Systems Publication date 2011 Conference series Pacific Asia Conference on Information Systems Start page 1 End page 15 Total pages 15 Publisher Association for Information Systems Place of publication Atlanta, Ga. Keyword(s) project performance capabilities competencies liability of newness incumbency Summary Project performance is a continuing issue in research and practice. As an operational and strategic enabler in organisations, Information Systems is challenged by business value creation being undermined by inconsistent and often poor project outcomes. This theory development paper revisits the issue by proposing a different lens. In contrast to the dominant approaches of identifying critical success/failure/risk factors and developing better processes, it highlights the importance of having the right capabilities to deliver projects and how capabilities can be diminished or undermined by common conditions that can arise in projects, leading to underperformance. Drawing on theory from the management literature, a capabilities-based model of project performance is proposed. The model includes drivers for both project performance and underperformance such that the outcome of any one project is the contested result of these opposing effects on the capabilities available to the project, thus accounting for variations in outcomes. The theory is illustrated using a classic case from the literature and a more contemporary Australian case. The paper concludes that the proposed model improves our understanding of project performance as well as our ability to explain empirical data on performance outcomes and anomalous cases in practice of successive projects failing or succeeding. ISBN 9781864356441 Language eng Field of Research 150302 Business Information Systems Socio Economic Objective 900201 Administration and Business Support Services HERDC Research category E1.1 Full written paper - refereed ERA Research output type E Conference publication Copyright notice ©[2011, The Conference] Persistent URL http://hdl.handle.net/10536/DRO/DU:30083716 Document type: Conference Paper Collections: Department of Information Systems and Business Analytics 2018 ERA Submission Related Links Link Description Connect to Elements publication management system Go to link with your DU access privileges   Connect to published version Go to link with your DU access privileges     Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved. Versions Version Filter Type Wed, 25 May 2016, 15:45:02 EST Thu, 26 May 2016, 05:02:35 EST Mon, 16 Oct 2017, 05:00:54 EST Tue, 17 Oct 2017, 07:32:51 EST Tue, 17 Oct 2017, 07:35:30 EST Tue, 08 May 2018, 10:44:07 EST Filtered Full Citation counts:   Cited 0 times in TR Web of Science Cited 1 times in Scopus Search Google Scholar Access Statistics: 49 Abstract Views, 11 File Downloads  -  Detailed Statistics Created: Wed, 25 May 2016, 15:45:02 EST

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