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논문 기본 정보

자료유형
학술저널
저자정보
양희동 (Department of Business Administration, Ewha Womans University) 김명진 (Online Marketing Team, LG CNS) 강소라 (Division of Digital Business, Hoseo University)
저널정보
한국경영정보학회 Asia pacific journal of information systems Asia pacific journal of information systems 제20권 제4호
발행연도
2010.1
수록면
53 - 79 (27page)

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The study was originated from recognition that project participants' satisfaction should be Improved to raise project performance and to make progress of a successful project since the above dissatisfaction was operated as a danger factor of the project. The study selected one large-scale sample project and attempted measuring characteristics of the project, participants' satisfaction and project performance with the whole project participants. The study analyzed correlations between individual level (team members) and group level (development team), and examined what effect a sub project manager under complicated hierarchical organization of the large-scale project, namely PL (project leader)'s leadership style had on each individual project participant's satisfaction and what effect project uncertainty in organization/technology environment had on project participants' satisfaction and project performance. The study verified that development team (group) had an effect on team member (individual)-level project participants' satisfaction by disclosing that there was a significant dispersion among groups within project participants' satisfaction by each individual. It is analyzed that it is necessary to make improvement through approach by each pertinent team to raise individual-level project participants' satisfaction. The study also verified PL's ideal leadership under strict methodology and hierarchical control of the large-scale project. Based on the verification of the hypotheses, the results of the analysis were produced as follows. First, the development team affects the satisfaction level that an individual has when he/she participates in a project. This suggests that the satisfaction with project participation should be improved at the team level. In addition, the project management style and leadership orientation of the manager of a sub project who is mostly affected by the team proved to have a direct influence on the satisfaction with project participation and project performances. Second, both the performance-oriented leadership and the relationship-oriented leadership of the PL of the development team were verified to have a significant effect on the satisfaction of the team members associated with project participation. In other words, when the team members recognize that the PL of the development team shows both the performance-oriented leadership and the relationship-oriented leadership, their satisfaction with project participation increases accordingly. Third, it was verified that the uncertainty of the organizational environment significantly affects the satisfaction level when the PL of the development team exerts a relationship-oriented and performance-oriented leadership. The higher the uncertainty of the organizational environment is, the more the satisfaction with project participation decreases whereas the relationship-oriented leadership has a more positive effect on the satisfaction than the performance-oriented leadership style. Fourth, when the PL of the development team exerts the relationship-related and performance-related leadership, the uncertainty of the technological environment has a significant influence on the satisfaction level. The higher the uncertainty of the technological environment is, the more the satisfaction with project participation decreases whereas the performance-oriented leadership has a more positive effect on the satisfaction than the relationship-oriented leadership style. The result of the research on the uncertainty of the project environment suggests that when the development team leader exerts a relationship-oriented and performance-oriented leadership style, the uncertainty of the organizational environment has a significant effect on the satisfaction with project participation; the higher the uncertainty of the organizational environment, the more the satisfaction level decreases, and the relationship-oriented leadership style affects the satisfaction level more
#IS Management #Project Leader's Leadership #Project Characteristics #Organizational Uncertainty and Technological Uncertainty) #Project Participants' Satisfaction #Project Performance

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참고문헌 (50)

참고문헌 신청
Aladwani, A.M. / 2002 / An Integrated Performance Model of Information Systems Projects / Journal of Management Information Systems 19:185~210 google schola Baik, K.B. / 2005 / Organizational Behavior / Changmin google schola Barki, H. / 2001 / Interpersonal Conflict and its Management in Information System Development / MIS Quarterly :195~228 google schola Bryk, A.S. / 1992 / Hierarchical Linear Models / Sage Publications google schola Caplan, R.D. / 1987 / Person-environment fit theory and organizations: commensurate dimensions, time perspectives, and mechanisms / Journal of Vocational Behavior 31:248~267 google schola

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