Indirect Effects of Social Capital on Project Management Performance

Abstract

This study examines the indirect effect of social capital on project management success (PMS) through knowledge management (KM) processes. We propose and test a model which examines how the relational resources embedded in the trust and norms among project participants influence PMS. Specifically, we test this integrated model using survey data collected from managers who had engaged in various project activities. The results show that the value of trust to PMS materializes as a consequence of knowledge sharing, while norms impact on PMS is manifested through both knowledge sharing and knowledge exploitation. We suggest that to improve PMS managers should find ways to improve trust among the participants of a project team and strengthen the norms and values that are associated with the projects.