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Copyright of Journal of Engineering Management / Gongcheng Guanli Xuebao is the property of Journal of Engineering Management Editorial Office and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Engineering Management / Gongcheng Guanli Xuebao is the property of Journal of Engineering Management Editorial Office and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

To explain the difference on the positive or negative effects of trust on project performance in previous studies, a leoretical model involving trust (competence trust and goodwill trust) as independent variable, PPP project performance as ependent variable, and cooperative behavior (intra-role behavior and extra-role behavior) as mediator was built. The empirical nalysis of 286 valid questionnaires was conducted by structural equation model. The results indicated that both competence trust nd goodwill trust play positive roles in improving PPP project performance, and intra-role behavior and extra-role behavior have ositive effects on PPP project performance. Moreover, intra-role behavior and extra-role behavior partially mediates the relationship etween trust and PPP project performance. This study provides further understanding of the influence mechanism of different imensions of trust on PPP project performance in the context of China, and provides management suggestions for solving the low erformance problems in the practice of PPP projects. [ABSTRACT FROM AUTHOR]

A theoretical model is constructed, including independent variable of engineering project manager's empowering leadership behavior, dependent variable of project performance, mediating variable of organizational commitment, to study the impact of engineering project manager's empowering leadership behavior on project performance. Using SPSS, AMOS software and structural equation modeling, the analysis of 206 valid survey respondents indicate that engineering project manager's empowering leadership behavior has a positive impact on affective commitment, normative commitment and project performance, and has no significant impact on continuous commitment. Partial mediating roles of affective commitment and normative commitment between the relationships of engineering project manager's empowering leadership behavior and project performance are identified, but continuous commitment's mediating effect is not found. It is recommended that the project manager should adopt empowering leadership behavior and make full use of the mediating role of affective and normative commitment to improve project performance. [ABSTRACT FROM AUTHOR]

The impact of uncertainty and transaction costs on construction project performance was studied from transaction costs economics perspective. Project performance was measured on the basis of completion within the budget and on schedule, compliance with quality standards and satisfaction of the owner. The influence factors include the magnitude of transaction costs, the uncertainty in the transaction environment and the owner and the contractor roles in the transaction. Through the collected data from questionnaire, the reliability lest of measuring variables and the goodness of fit tests of the path structure equation model, it showed that the model fitting was good. The findings show that project performance can he enhanced if the uncertainly in the transaction environment is minimized, transaction costs are kept low and owners and contractors are sensitive to transaction-related issues and post positive role. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Shenzhen University Humanities & Social Sciences is the property of Journal of Shenzhen University (Humanities & Social Sciences) Editorial Office and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

With information technology playing an increasing role in economy, companies have grown more heavily dependent on the successful delivery of information systems (IS). However, the failure rate of IS development projects is high. Advocates of software risk management claim that a key question to reduce the chance of failure of a project is how to deal with the uncertainties of software development. This paper develops a two-stage risk based performance model of IS development projects to study the relationship between project inherent uncertainty, management practices and different dimensions of project performance. Two-stage risk refers to performance risk in development stage and performance risk in implementation stage, which respectively denotes the difficulties of estimating project outcomes during the different stages. Four objective uncertainty factors such as relative project size, technology complexity, development team skill, and client/user experience constitute project inherent uncertainty. In this paper, two dimensions of project performance, process performance and product performance are considered. Based on the dataset collected from 181 customized IS development projects of software houses in Hangzhou City, this paper carries out an empirical analysis on the research model with LISREL 8.7, a structural equations modeling package. The results reveal that performance risk in the development stage and performance risk in the implementation stage are two important intervening variables, which mediate the effects of project inherent uncertainty and management practices on both process and product performance. While project inherent uncertainty increases performance risk in different stages, management practices such as project planning and control, internal integration, user participation and top management support reduce such risk, as suggested by the risk-based approaches. Moreover, the research finds that project planning and control and internal integration have a direct positive impact on process performance, and internal integration, user participation have a direct positive impact on product performance. Further, top management support has a strong positive effect on use participation. In addition, the key factors which influence performance risk are found to be different in different project stages. For performance risk in development phase, key influential factors are project planning and control, internal integration and user participation. For performance risk in implementation phase, key influential factors are user participation and top management support. However, we have not found evidence for significant positive influence of user participation on process performance. The lack of support for a significant effect of process performance on product performance indicates that projects which come in within time and cost budgets may deliver poor systems. The implications of these findings are discussed along with directions for future research. [ABSTRACT FROM AUTHOR]