Original Research

The effect of governance and governmentality on project portfolio success

Joseph S. Mohosho, Kwete Mwana Nyandongo, Shopee Dube
Acta Commercii | Vol 24, No 1 | a1230 | DOI: https://doi.org/10.4102/ac.v24i1.1230 | © 2024 Joseph S. Mohosho, Kwete Mwana Nyandongo, Shopee Dube | This work is licensed under CC Attribution 4.0
Submitted: 25 October 2023 | Published: 31 May 2024

About the author(s)

Joseph S. Mohosho, Department of Applied Information System, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Kwete Mwana Nyandongo, Department of Applied Information System, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Shopee Dube, Department of Applied Information System, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa

Abstract

Orientation: Although project portfolio is a renowned tradition in organisations, its effective management remains a challenge.

Research purpose: The aim of the study was to investigate the effect of governance and governmentality on project portfolio success.

Motivation for the study: Good governance of project portfolio management is perceived as an enabler for management. By realising the effect of governance and governmentality on project portfolio success, organisations will become interested in ensuring that appropriate governance mechanisms are in place and that governance is ingrained in all project portfolio activities.

Research design, approach and method: A deductive approach was applied to test two hypotheses. Quantitative data were collected through a cross-sectional survey from organisations that are involved in project portfolio management. Data were analysed through descriptive and inferential statistics.

Main findings: The results from the 104 online quantitative surveys establish a strong positive relationship between governance, governmentality and project portfolio success. The results further show governmentality as the key predictor of project portfolio success.

Practical/managerial implications: The implication of these findings is that organisations that improve their governmentality will see improvements in their project portfolio performance. Therefore, organisations that are still battling with the management of their project portfolios are encouraged to improve their governmentality.

Contribution/value-add: This study fills the gap in the relationship between governance, governmentality and success at the portfolio level, which has implications for the success of the entire organisation. For an organisation to succeed in the management of its portfolios, it has to improve its governmentality posture and its governance practices.


Keywords

project portfolio management; project portfolio governance; governmentality; project portfolio; success

JEL Codes

M15: IT Management; O16: Financial Markets • Saving and Capital Investment • Corporate Finance and Governance; O22: Project Analysis; O32: Management of Technological Innovation and R&D; O33: Technological Change: Choices and Consequences • Diffusion Processes; O55: Africa

Sustainable Development Goal

Goal 8: Decent work and economic growth

Metrics

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