View
214
Download
2
Category
Preview:
Citation preview
UNIVERSITY OF PANNONIA
Doctoral School in Business Economics and
Organizational Studies
Kaszás Nikoletta
Successful projects, mature organisations along the
border
A survey on the success of the cross-border co-operation
projects and the project management maturity of the
implementer organisations
A doctoral (Ph.D) dissertation
Thesis collection
Supervisor: Dr. Szabó Lajos
Veszprém
2015
Contents
1. The importance and objectives of the research ................ 1
2. Research hypotheses and the research model .................. 3
3. Research methodology and the research sample ............. 6
4. The results of the research .............................................. 7
5. Independent, innovative results and practical applicability
........................................................................................ 15
6. The domain of interpretation, limits and continuation of
the results ........................................................................ 22
7. References .................................................................... 23
8. Publications .................................................................. 24
Kaszás Nikoletta Thesis collection
1
1. The importance and objectives of the research
The notions of project and project management have become the part
of everyday language use nowadays. But in Hungary there has been
a different approach to projects since 2004 due to the emergence and
proliferation of tenders and projects promoted and supported by the
European Union. Within this novel approach the project success
factors and criteria cannot be applied directly in every case. In
accordance with this, one of the driving forces in my dissertation has
become the definition of how the notions connected to different ways
of project management, such as success factors and success criteria
or project management maturity can be adapted in the case of
projects.
My research focuses on the heavily subsidised border region that
plays an important role in European Union policies. In my view it it
worth paying attention to this area because the regions along the
borders are often considered to be in a peripheral situation, which
has a number of negative consequences. At the same time, this
category does not mean a disadvantage by all means as the location
near the border has a lot of opportunities and potential for co-
operation due to which the regions along the border can achieve
economic growth (Mackinder, 1996). The cross-border co-operation
projects, which have been operating in different forms for years, may
definitely serve this objective since they can help these regions to
combine each other’s comparative advantages (Hardi, 2000).
Therefore, the topic of my dissertation is the cross-border projects
financed by the Hungary-Croatia IPA Cross-Border Co-operation
programme 2007-2013 as well as the Slovenia-Hungary Cross-
Border Co-operation programme.
Within these tender programmes municipalities, development
agencies, non-governmental organisations, directorates of water
management and environmental protection, national parks and nature
reserves, turism organisations, universities, colleges, educational
institutions, job centres as well as chambers can submit applications.
So it has to be mentioned that apart from some universities and city
municipalities the organisations in the region do not definitely aim at
achieveing their strategic objectives with the help of the projects but
they want to support and finance their basic operation via them.
Although it contradicts the objectives of the tender scheme, several
organisations - instead of integrating their different developmental
Kaszás Nikoletta Thesis collection
2
ideas into their own strategies and looking for sources for these
objectives - would rather adapt their project ideas to the tenders. It
must be accepted that a significant proportion of the institutions I
investigated struggles to survive via these projects.
During my research I look for the answers to the following
questions:
By means of which factors is it possible to describe the
success of the cross-border projects?
How can the project management maturity of the
organisations implementing projects be interpreted?
Is it possible to identify the types of the project management
organisational structures in the circle of the organisations that
have won a tender within the investigated programmes?
What cultural features characterise the organisations that have
won a tender within the investigated programmes?
What kind of competency development tools are used by the
organisations that have won a tender within the investigated
programmes so that the projects can be successful? Is it
possible to define categories on the basis of this?
What motivates most the experts coordinating the
investigated tenders? Is it possible to typify them on the basis
of this?
What kind of competencies do the experts coordinating the
investigated tenders have? It is possible to typify them on the
basis of this? Which competencies are considered to be
outstandingly important for successfully completing a
project?
Do the aforementioned structural and human factors influence
the success of the projects in the investigated programmes
and the project management maturity of the organisations?
The analysis fills a gap and it is up-to-date as both investigated
programmes were closed in 2013 and the projects financed by them
were finished in 2014 so it reveals important information and
correlations for the Joint Technical Secretariats and Intermediate
Bodies as well as the applicants in connection with the projects of
the already closed programming period.
During the programming period from 2014 to 2020 the European
Union is to set up new priorities within the framework of which new
calls for proposals are going to be invited. The organisations that
Kaszás Nikoletta Thesis collection
3
applied for and won tenders in the previous calls will be able to take
competitive advantage of their experience but are these organisations
really mature enough to coordinate the projects and can they use the
received financial support in a suitable way and complete successful
projects? My research gives an answer to these questions, too –
among others.
I sought to reveal the key to the successful management of cross-
border co-operation projects due to a personal motivation, too as I
have been working in this area at the Nagykanizsa Campus of the
University of Pannonia since 2009 and during this period I had a
coordinating, managerial role in nine projects. As I am planning my
future in the area of projects, it is especially important for me to
reveal the suitable organisational frameworks and individual factors.
2. Research hypotheses and the research model
The research hypotheses of my doctoral dissertation are based on the
knowledge of the relevant sections of literature, revealing the
correlations found there as well as the knowledge of the results of
previous related research.
First hypothesis
The success of cross-border co-operationa projects can be described
with the help of the traditional success definitions of project
management, that is, time, costs and quality factors.
Second hypothesis
The success of cross-border co-operation projects is significantly
influenced by structural characteristics as well as the individual
factors of the project manager.
Third hypothesis
The project management maturity of the organisations implementing
cross-border projects can be measured on the basis of the following
factors: professional background, experience regarding projects,
project management processes, communication and relationships.
Kaszás Nikoletta Thesis collection
4
Fourth hypothesis
The project management maturity of the organisations implementing
cross-border co-operation projects is significantly influenced by
structural characteristics as well as the individual factors of the
project manager.
Fifth hypothesis
The successful projects are typically implemented in organisations
with high project management maturity.
Individual characteristicsOrganisational project
Management maturity
Project successOrganisational
characteristicsH2
H4
Organisational structure
Organisational culture
Development of
organisational
competencies, knowledge
transfer
Competencies
Motivators and incentives
Objective factors
Subjective factors
Professional background
Project experience
Project procedures
Communication
Network of relationships
H1
H3
H2
H4
H5
Kaszás Nikoletta Thesis collection
5
The structural and individual factors may have a significant
influence on the success of cross-border projects and the project
management maturity of the implementer organisations.
Among the structural factors I identified organisational structure,
organisational culture as well as different means of knowledge
transfer as influencing factors.
For the investigation of the organisational structure I look for five
structure models following a method widely used in the area of
project management: coordination-oriented organisation, function-
oriented organisation, matrix organisation, project-oriented
organisation and project-oriented enterprise.
I investigate the organisational culture with an analysis technique
also widely used – on the basis of the method developed by Cameron
and Quinn and so I search for four culture types (clan, adhocracy,
hierarchy, market) that can be identified via the investigation of the
following factors: being target-oriented, management, leadership
style, cohesion in the organisation, strategic emphases and success.
In order to reveal the development methods of organisational
competencies I analyse the different on-the-job and off-the-job
development techniques as well as other tools aimed at knowledge
transfer.
I investigate the individual factors influencing success and maturity
through the motivations and competencies of the managers and
coordinators implementing the projects.
Through the internal and external elements of the individual
motivation factors I reveal the factors motivating the persons
coordinating the successful projects in the investigated area.
The basis of the investigation of personal competencies involves the
following four categories: professional competencies, individual
competencies, social competencies, methodological competencies. In
connection with competencies I consider it important to investigate
separately the circle of the skills regarded significant concerning the
success of the projects and to contrast it with the circle of the
possessed competencies.
In case a project is successful, I consider the elements of the magic
triangle dividing those into objective and subjective factors. The
following factors can be measured objectively in projects: time
factor and information related to costs. Meanwhile, the subjective
Kaszás Nikoletta Thesis collection
6
factors are indicated by the satisfaction indices of those concerned
(applicant organisation, intermediate body, target groups of the
project).
I use the three most important organisational project management
maturity models (Gareis Maturity Model, Kerzner PMM model and
the OPM3 model of the Project Management Institute) as the basis of
developing the organisational project management maturity model.
Combining these elements I describe the organisational project
maturity in the case of the projects implemented in the investigated
area by means of the following factors: professional background,
project experience, processes, communication and network of
relationships.
3. Research methodology and the research sample
During my research I set up my research questions and hypotheses
on the basis of the comprehensive secondary analyses. The empirical
research was based on questioning the implementers of the cross-
border projects. I analysed the gathered data by means of statistical
and econometrical methods. The data collection with the help of a
questionnaire in quantitative research is of a representative nature
concerning the number of organizations implementing the
investigated projects and having a head office in the three participant
countries.
The primary objective of data collection was the exploration of the
characteristics of the cross-border projects as well as the definition of
the extent to which these projects are successful and through which
factors is it possible to assess the project management maturity of the
organizations implementing cross-border projects.
In the selected two programmes I chose the managers and
coordinators implementing projects as sampling units, partly because
the investigation of their individual characteristics was one of the
focuses of my work. On the other hand, a more authentic picture may
be obtained from these colleagues concerning the judgement of the
organizational characteristics. In order to be able to judge the success
of the projects and the project management maturity of the
organization I also needed the opinions of respondents who maintain
Kaszás Nikoletta Thesis collection
7
a daily connection with the different target groups of the projects,
including the intermediate bodies as well as the individuals and
organisations aimed at by the project.
Among the statistical procedures the methods investigating the total
population give the most complete picture about the population the
investigation focuses on. In accordance with this, I sought to query
the total base population during my research and sent my
questionnaire to all of the organizations (656 organisations)
implementing tenders within the investigated two programmes.
The data collection by means of a questionnaire started in June 2014
and ended in September in the same year. In every case I tried to
address the project managers with my questionnaire directly. In case
I did not manage to do so, I contacted the leaders of the certain
organization and asked them to forward my questionnaire to the
suitable, competent person. So I sent 656 emails altogether to the
three countries, which included 307 Hungarian, 238 Croatian and
111 Slovenian project managers.
The data collection with the help of a questionnaire was of a
representative nature concerning the number of organizations
implementing the investigated projects and having a head office in
the three participant countries.
I applied factor analysis in some parts of the research sample then I
carried out cluster analysis on the basis of the established factors.
I investigated the correlations between the certain factors by means
of regression and correlation analysis while I used crosstab analysis
to investigate the joint movements of the clusters. This way I
justified the correlations indicated in the research model.
4. The results of the research
At the beginning of my research I carried out secondary data
collection within the framework of which I explored the theoretical
background of the factors that I regarded decisive. This way I
obtained a comprehensive picture about the areas of organizational
structure, culture and knowledge transfer as well as about individual
influential factors such as motivation and competencies.
Kaszás Nikoletta Thesis collection
8
I focused my investigation on project success and organizational
project management maturity so I carried out a secondary literature
analysis of these areas after an extensive review.
During my primary research I investigated the influencing force of
the organizational and individual factors introduced above
concerning the success of cross-border projects as well as
organizational project management maturity. During my research I
revealed which factors may significantly influence success and
maturity. At the same time I realized as well that probably other
factors also play a decisive role besides the variables involved in the
analysis.
On the basis of the results of the quantitative analyses carried out the
original hypotheses were modified and I formulated the following
theses.
First hypothesis
The success of cross-border projects can be described by means of
the traditional success definitions of project management, that is, by
means of time, costs and quality factors.
During the investigation of correlations within my research I realized
that in contrast with the three boundary conditions (time, costs and
quality) the cross-border projects can not be characterised
exclusively via these factors. In the investigation it was proved that
the success of these projects can be described by means of the
following factors: time factor, applicant organisation satisfaction,
target group satisfaction. In the assessment of success costs factors
do not play a significant role. In my view it is primarily due to the
fact that in project management all parties have the same interest.
They want the project partners to use the maximum amount of
money at their disposal for the best and most useful purposes. On the
basis of the three success criteria introduced above 46% of the
investigated organisations may be labelled as successful while 15.5%
are not able to implement their project successfully according to the
three factors.
Kaszás Nikoletta Thesis collection
9
Thesis: The success of cross-border projects can be described by
means of the following factors: time factor, applicant
organistaion satisfaction, target group satisfaction.
Second hypothesis
The success of cross-border projects is significantly influenced by
the organisational characteristics as well as the individual factors of
the project manager.
During the investigation of correlations I pointed out that among the
factors involved in the investigation the time factor of project
success is significantly determined by the position and role of the
project manager in the organisational structure as well as the
competencies stemming from the character typical of project
managers. In the case of applicant organisation satisfaction as a
success criterion the competency factor stemming from the character
typical of project managers also proved to have a significant effect.
According to the investigation the project target group satisfaction is
influenced by the competencies judged to be important by the project
managers.
Thesis: The success of cross-border projects is significantly
influenced by certain organisational factors as well as the
individual factors of the project manager. Among the
organisational factors the position and role of the project
manager in the structure influences the success factors while
among individual factors the competencies judged to be
important by the project managers as well as competencies
stemming from the character typical of project managers
determine the success of projects.
Third hypothesis
The project management maturity of organisations implementing
cross-border projects can be measured by means of the following
factors: professional background, project experience, project
management procedures, communication, relationships.
Kaszás Nikoletta Thesis collection
10
My primary research results contradicted my original hypothesis
according to which it is possible to investigate the project
management maturity of the organisations implementing cross-
border projects in five dimensions. During the analysis it was proved
that the professional background as well as the investigation of
experience and networks of relationships is suitable for measuring
this. As the result of the cluster analysis carried out in connection
with project management maturity about half of my respondents got
into the category of those heading towards maturity, which may be
interpreted as a positive result as it sends the message to decision
makers that the different types of organisations in the region are
ready to exercise the upcoming periodical sources by means of
quality work.
Thesis: The project management maturity of the organisations
implementing cross-border projects can be described by means
of the following factors: professional background, project
experience and relationships that include the following variables:
knowledge and use of project planning techniques;
organisational and individual experience obtained in domestic
and international projects, extensive network of professional
relationships.
Fourth hypothesis
The project management maturity of the organisations implementing
cross-border projects is significantly influenced by organisational
factors as well as the individual factors of the project manager.
On the evolution of the professional background factor of project
management maturity, that is, on the field of the knowledge and use
of project planning techniques a variable of the organisational
structure, the consciousness about project procedures, has a
significant influence. In the case of competencies stemming from the
character typical of project managers I found a reverse correlation
with the professional background. In other words, flexibility and the
adequacy for team work in the character of the project manager do
not lead to the maturity of the organisation. Among motivation
factors the effect of the internal elements proved to be significant
regarding professional background, that is, the higher the approval of
Kaszás Nikoletta Thesis collection
11
the challenge in work, the variety in it and the search for
developmental opportunities are, the higher maturity level can be
achieved by the organisation.
Concerning the other decisive factor in project management
maturity, that is, the experience and network of relationships of the
organisations, the position and role of the project manager proved to
be decisive among the variables of structure measurement. Among
knowledge transfer techniques the on-the-job knowledge
development also has a proven effect on this factor of maturity but
the correlation is reverse. During my research I justified that the
important influential factors of maturity shown in experience and
networks of relationships are the motivation factors since external
and internal motivators influence this factor. Finally I justified that
the circle of methodological competencies typical of project
managers and the power of those also influence this factor of
maturity and they have a reverse effect on experience and
relationships.
Thesis: The project management maturity of the organisations
implementing cross-border projects is significantly influenced by
the organisational characteristics as well as the individual
factors of the project manager. Among the organisational
characteristics the position and role of the project manager in
the structure, the consciousness about tender procedures and the
on-the-job knowledge development influence maturity. Among
the individual factors the methodological competencies and those
stemming from a character typical of project managers as well
as the external and internal motivation factors are decisive.
Fifth hypothesis
The successful projects are typically implemented within
organisations with high project management maturity.
During my research I justified that there is a correlation between
project success and certain factors of organisational project
management maturity. The maturity factor concerning professional
background correlates with the variable of success criteria relevant to
applicant organisation satisfaction. The maturity factor in connection
Kaszás Nikoletta Thesis collection
12
with experience and relationships correlates the time factor of project
success.
In connection with the first correlation it is possible to establish that
the knowledge and use of project planning techniques contributes to
the organisation’s fulfilling and fully implementing the objectives,
indicators and tasks aimed at by the project. The joint movement of
experience-relationships and time factor can be partly explained the
experience side of the project management maturity as the more
domestic and international projects the colleagues of the certain
organisation take part in, the more knowledge and experience they
have, which results in a higher level of time management and
proficiency in the preparation for project deadlines.
Thesis: There is a correlation between the success of cross-
border projects and the project management maturity of the
organisations. The correlation was significantly confirmed by
professional background and applicant organisation satisfaction
factors among the project success criteria. On the other hand, it
was significantly confirmed by experience-relationships and time
factors among the criteria of organisational project management
maturity.
My doctoral research investigated a geographical region on the
disadvantageous situation and difficulties of which a number of
authors have made surveys. For instance, according to a strategic
preparatory document in the border regions there has been no more
significant development since 2004 when Hungary became the
member of the European Union. For this reason the objective of the
cross-border co-operation programmes is to establish good
neighbour relationships, to increase stability, safety and welfare as
well as to support the harmonious, balanced and sustainable
development of the all the countries involved (Hungary-Croatia
Cross-border Co-operation Programme, programme Documentation,
2013).
On the basis of the abovementioned facts it may be realised that for
the border region the subsidies exercised from different tender
sources, especially those that support co-operation and rural
development, have outstanding importance and these tenders may
become an engine for development.
Kaszás Nikoletta Thesis collection
13
In my dissertation I managed to shed light on the issue that by means
of which factors is it possible to describe the success of cross-border
projects and the project management maturity of the organisations.
At the same time, I summarised the professional experience of the
proposals between 2007 and 2013. In my view the results of my
investigation will provide useful and practical lessons in connection
with the preparation for the new programming period for applicants
and procures alike.
The following two figures show the correlations revealed during the
research:
Structure cluster
Competency cluster
Project management
qualification
Project management
certification
Project management
maturity cluster
0,230
0,182
0,307
0,247
Gender of the project
manager
Number of partners in
the projects
Programme
Country
Competency cluster0,215
0,190
0,187
0,256
Structure cluster
CountryKnowledge transfer
cluster0,198
Kaszás Nikoletta Thesis collection
14
Position and role of the
project manager in the
structure
Consciousness of tender
processes
On-the-job development
Internal motivation
External motivation
Competencies stemming
from the typical
character of project
managers
Methodological
competencies typical of
project managers
Time factor
Applicant organisation
satisfaction
Professional
background
Experience and
relationships
Project success
Organisational project
management maturity
Organisational factors
Individual factors
Project target group
satisfaction Off-the-job development
Competencies judged to
be important by project
managers
Kaszás Nikoletta Thesis collection
15
5. Independent, innovative results and practical
applicability
During my doctoral research I investigated the projects implemented
within the Hungary-Croatia IPA Cross-Border Co-operation
Programme 2007-2013 and the Slovenia-Hungary Cross-Border Co-
operation Programme 2007-2013 as well as the project managers and
the organisations implementing the projects. The objective of the
research was to evaluate the success criteria of cross-border projects
and the role of the organisational and individual factors influencing
success and maturity. In my research I tried to point out which
organisational structure, culture, knowledge transfer method or
motivation and set of competencies are necessary for successful
project management and organisational project management
maturity.
In my dissertation I defined the success criteria of the cross-border
projects that can be categorised into three groups: time factor,
satisfaction of the applicant organisation and satisfaction of the
target group. The identified success factors are made up of the
following elements:
time factor;
applicant satisfaction factor;
target group satisfaction factor.
Through the established success factors I defined the success clusters
of the cross-border projects, which have the following main
characteristics:
1. Less successful ones: they underachieve concerning all the
indices. It is especially true in the aspect of achieving outputs,
activities and indices.
2. Those focusing on internal satisfaction: significant emphasis is
put on carrying out activities and realizing indicators but at the
same time little attention is paid to the satisfaction of the target
group and observing time factors to an average extent.
3. Those struggling with time problems: these organisations are
not able to observe time limits but they put extra emphasis on
the satisfaction of the applicant organisation and the target
group.
Kaszás Nikoletta Thesis collection
16
4. Successful ones: they perform well over average concerning all
the indices and they primarily focus on reacing the target
groups and the satisfaction of those.
I also identified the maturity factors of the organisations
implementing cross-border projects, which are the following:
professional background factor;
experience and relationship factor.
Through the established factors describing maturity I defined the
maturity clusters of the organisations implementing cross-border
projects, which have the following main characteristics:
1. Those heading towards maturity: these organisations have
suitable professional knowledge and project planning
techniques. The organisation and its members are experienced
in the area of project management and have a wide network of
relationships.
2. Inexperienced ones: they have professional background
knowledge but their project experience and network of
relationships is on a low level.
3. Those building on experience: they absolutely do not know and
use the project planning techniques but at the same time they
have experience in international as well as domestic projects on
an outstanding level and they also have a significant
professional network of relationships.
4. Those having no professional background: they have little
professional experience as well as project experience and
network of relationships the extension of which is less than
average.
In order to reveal the factors influencing success and maturity I also
defined the circle of the potential influential organisational and
individual factors. The main factors of the organisational factors are
the following:
the position and role of the project manager;
awareness on tender procedures;
culture type according to Cameron-Quinn;
on-the-job knowledge development;
off-the-job knowledge development;
systems that support knowledge sharing.
Kaszás Nikoletta Thesis collection
17
The organisational structure proved to be a significant factor from
the aspect of project success and organisational project management
so I formed clusters grouping the same factors typical of certain
organisations. The following structure clusters were formed:
1. Those building on a project manager: the authority of the
project manager concering decision-making, giving instructions
and control is significant. The procedures of the preparation
and implementation of the projects are moderately developed
and conscious.
2. Restrictive ones: the project manager is not integrated directly
under the senior management in the hierarchy so his/her
authority concerning instructions and control is minimal as the
organisation significantly restrains his/her room of manoeuvre.
The extent to which the projects are built on each other and
their importance may be considered average in these
organisations.
3. Conscious builders: the leading role of the project manager is
decisive. He/she has the right to give instructions and carry out
supervision. He/she controls the organisational unit having
formed for this purpose. The consciousness of project
procedures is typical. The social capital and the capital
concerning the preparation of applications are outstanding. The
projects are built on each other to a significantly high extent.
4. Ad hoc project organisations: the project manager has an
authority that is smaller than average and there is no such thing
as an individual organisational unit. Concerning relationship
and application preparation potential these organisations
significantly lag behind the members of the other clusters. The
level of organisation is low and ad hoc solutions are typical.
Concerning organisational culture I managed to categorise the
investigated organisations into homogenuous groups the most
important characteristics of which are the following:
1. Medians: they bear all the elements of the four basic cultures
and embody a kind of balance and concentration of external
and internal focus as well as focus on stability and flexibility.
2. Those focused on stability: the features of hierarchy and market
organisational culture are typical at the same time but the clan
and adhocracy characteristics fade into the background so the
standardised procedures and systems come to the fore.
Kaszás Nikoletta Thesis collection
18
3. Those focused on flexibility: the characteristics of clan and
adhocracy show an outstanding dominance compared to the
others. These organisations are capable of quick conformation.
4. Hierarchy types: in the organisations of the cluster the
characteristics of hierarchical culture show a strong dominance
while the other culture pattern is hardly perceptible.
5. Adhocracy types: they aspire to be flexible and have external
focus at the same time.
6. Clan types: flexible, internally-focused organisations preferring
a familiar atmosphere that can respond to market challenges
quickly.
7. Internally-focused ones: the main characteristics of the clan
and hierarchical types can be found here but it is not possible to
make a sharp distinction between the organisations regarding
stability and flexibility.
Based on the application of the different knowledge transfer
techniques it was also possible to form groups and the following
clusters were established:
1. On-the-job developers: knowledge transfer and development
activity during intense work but the development outside
working hours is less intense than average at the same time.
They have low indicators concerning systems supporting
knowledge sharing, too.
2. Off-the-job developers: the developments outside working
hours are outstanding (participation in courses, solving case
studies and simulations) and the organisations mostly have
systems supporting necessary knowledge sharing, too.
However, they lag behind in the field of on-the-job knowledge
development.
3. Those lagging behind: these organisations underachieve
according to all the three categories and they do not really have
any tools of knowledge transfer either.
4. Those having a supporting system: it is typical of the members
of this cluster that the necessary systems supporting knowledge
sharing are at their disposal to an outstanding extent but they
show values under the average in the application of on-the-job
and off-the-job development techniques.
5. Those providing knowledge transfer professionally: I managed
to identify 10 institutions during my research that may be
considered professional at knowledge transfer because they
Kaszás Nikoletta Thesis collection
19
achieved an outstandingly high value in the field of on-the-job
and off-the-job knowledge development techniques and also
have the necessary systems supporting knowledge sharing.
Concerning the main individual factors influencing success and
maturity I identified the following factors:
external motivation fatcors;
internal motivation factors;
competencies stemming from the character typical of project
managers;
methodological competencies typical of project managers;
competencies judged to be important by project managers.
Based on motivation I formed clusters that group project managers
according to their motivation. The established clusters are the
following:
1. Unmotivated ones: actually none of the motivators have a
significant effect on these managers. They do not feel that the
motivating influence of either the external factors or the
internal ones prevails in their case.
2. Internally motivated ones: the internal factors are motivating to
an average extent (creativity, independence, variety and
challenge) but the external ones are not motivating at all.
3. Highly motivated ones: both types of motivators have a
significant effect on them. It is not possible to make a
differentiation between material and safety motivation elements
and the motivation types that can be described by means of
creativity and independence.
4. Externally motivated ones: they are mainly motivated by
external factors, that is, salary, material safety and status but the
internal factors were awarded values significantly under the
average.
Based on the typical competencies of project managers I carried out
a further grouping during which I categorised the project managers
on the basis of the following competencies:
1. Those having a competency gap: they do not have any personal
characteristics and methodological competencies of project
managers.
Kaszás Nikoletta Thesis collection
20
2. Those having a high level of competency: they are good project
managers as a result of their personality and they have a wide
range of methodological knowledge.
3. Project managers having methodological competencies: they
are not necessarily good project managers due to their personal
characteristics but rather because of their methodological
competencies.
4. Project managers based on personality: they are good project
managers due to their character but they do not have project
management methodological competencies.
During my empirical research I investigated the success and maturity
factors of cross-border projects as well as the correlations between
the variables describing the different organiational and human
factors.
With the help of crosstab analysis I shed light on the fact that 38.1%
of the organisations heading towards maturity can be classified into
the structure cluster of those building consciously. The
consciousness about tender procedures and the authorisation of the
project manager as well as the extension of his/her role and powers
are typical of this group.
Furthermore, I established that there is a correlation between the
competencies of the project managers and the project management
maturity of the organisation represented by them. In fact, the
methodological competencies play the biggest role concerning
maturity as the managers having this type of competency (54.8%)
typically carry out their activities in organisations that are in the best
situation as far as maturity is concerned.
During the analysis I revealed a correlation between certain
nationalities and structure clusters in connection with which I
established that a significant part of Hungarian organisations
(41.7%) can be categorised in the group of ‘restrictive ones’. In the
case of these organisations the project manager’s room for
manoeuvre is significantly narrowed down. In the case of Croatia
and Slovenia most organisations (40.3%) can be categorised in the
group of ‘those building on project managers’ where consciousness
about tenders is not significant yet. I achieved similar results in
Kaszás Nikoletta Thesis collection
21
connection with involvement in certain tender programmes and
structure clusters, too.
In the sample there was a significant correlation according to
knowledge transfer and certain nationalities during which I
established that Hungarian organisations prefer on-the-job learning
as 40.7% of the investigated Hungarian organisations were
categorised in this cluster.
There was a further correlation between the competeny clusters of
project managers and the gender of the respondents. The majority of
those having a competency gap (64.4%) were female while 55.6% of
those having a high competency level were male. Furthermore,
77.8% of those having a high competency level worked together a
maximum number of 5 people in the investigated projects. Maybe
this can be explained partly with consciousness according to which
the project managers having the suitable competencies are aware of
the difficulties and pitfalls of working with more partners so they
make a conscious decision on a smaller number of partners.
Among the general project characteristics project management
qualification and certification showed a significant correlation with
organisational project management maturity: the biggest number of
people having a project manager qualification (36.4%) can be found
in the group of those heading towards maturity and 81.1% of all the
people having a professional qualification can be found in the cluster
of those heading towards maturity. Furthermore, 84.4% of
respondents carry out activities in the organisational cluster of those
heading towards maturity while 6.5% of them work where - as it has
already been mentioned - professional knowledge is at their disposal.
The practical concepts, deductions and statements defined in the
dissertation were formulated on the basis of my own analysis and
they had not been introduced by other authors before. All of them are
to be considered my own independent result.
In my opinion my doctoral research does not only provide the
opportunity for self-assessment for the investigated organisations in
connection with the success of their own projects or the project
management maturity of their organisation but in my research I also
shed light on how the certain organisational and individual factors
Kaszás Nikoletta Thesis collection
22
can influence the success of the projects and the maturity of the
organisation. Possessing this knowledge the organisations
implementing cross-border projects can prepare in a more self-
confident way for the implementation of the contents of the calls for
proposals within the next programming period from 2014 to 2020.
I find it important to highlight the fact that as the investigated
organisations properly represent the population, the results of my
investigation may be a source of information, beyond the
aforementioned ones, for the Intermediate Bodies and the Joint
Technical Secretariats and they may have an overview concerning
which area the organisations implementing projects struggle with the
biggest problems and what hinders their successful project
implementation. During my research I also established that several
organisations may be termed as mature from project management’s
point of view. This result sends the message to the Authorities that
the organisations of the Hungarian-Coatian-Slovenian border regions
are prepared and ready to exercise recent tender sources.
6. The domain of interpretation, limits and continuation of
the results
During my doctoral research I investigated the organisations
implementing projects and the projects implemented in the
Hungarian-Croatian-Slovenian border region, which constitute the
domain of interpretation for my research and the results. So my
results can be fully interpreted in the circle of cross-border projects
in this geographical area.
Nevertheless, as the structure, principles, priorities and the circle of
the potential applicants of the other cross-border programmes
involving Hungarian parties are very similar to those I investigated,
we may assume that the main results are relevant and can be
interpreted in the case of these projects implemented in other cross-
border programmes. At the same time, if it is accepted that the other
programmes not supporting a border region and being based on the
regional development of the European Union are not different in
their specifications from those I investigated, the results of my
research may even be relevant regarding these projects, too.
Kaszás Nikoletta Thesis collection
23
The special nature of my research is provided by the fact – among
others – that I investigated an area that is not researched and
explored from project management’s point of view. The
investigation of the projects in the border region is unique, as I also
mentioned in the introduction part of the dissertation, since
municipalities, development agencies, foundations and associations,
organisations dealing with environmental protection, turism
organisations employing only a few people, educational institutions,
job centres can primarily submit applications. So it has to be
remembered that apart from some universities and city municipalities
the organisations located in the region do nor necessarily aim at
achieving their strategic goals with the help of the projects but they
mean to support and finance their basic operation by means of them.
Although it contradicts the objectives of the tender construction,
several organisations adapt their project ideas to the calls for
proposals and do not seek sources for their own concepts. It must be
accepted that a significant part of the institutions strive to survive
with the help of these projects.
As a limitation for the investigation it may be mentioned that in my
research I brought the investigation of project success and
organisational project management maturity into the fore but I did
not investigate the efficiency and project afterlife as well as their
social and economic effects on the region in the present dissertation.
7. References
Hardi, T. (2000): Államhatárok és regionális együttműködések –
Magyarország területi szerkezete és folyamatai az ezredfordulón.
MTA Regionális Kutatások Központja, Pécs
Mackinder, H. J. (1996): Democraticideals and reality: A
studyinthepolitics of reconstruction. National Defense University
Press, Washington DC.
The official homepage of Magyarország-Horvátország IPA Határon
Átnyúló Együttműködési Program 2007-2013 (2014):
http://www.hu-hr-ipa.com/uploads/editors/HU-
HR%20Programme%20area,%20new%20from%202013(1).jpg.
Downloaded: 6, December 2014.
Kaszás Nikoletta Thesis collection
24
8. Publications
Articles in international journals
Péter, E. – Kaszás, N. – Németh, K. (2014): The role of health-
conscious decisions in food consumption. Deturope - The Central
European Journal of RegionalDevelopment and Tourism, Central
European Journal of Tourism and RegionalDevelopment, 2014/6/Nr.
1. pp. 66-78. ISSN: 1821-2506
Péter, E.- Molnár, T.- Kaszás, N.- Weisz, M.- Németh, K. (2012):
Healthy health care system with sick people or healthy people with a
sick health care system? – Resident satisfaction survey in
Nagykanizsa. Deturope - The Central European Journal of
EegionalDevelopment and Tourism, 2012. 4. évf. 1 szám, pp. 48-63
Articles in Hungarian journals
Péter, E. – Németh, K. - Kaszás, N. (2014): Egészségtudatosabb
élelmiszer-fogyasztás vizsgálata Zala megyében – A vállalkozások
szerepe az egészségmegőrzésben. Gazdálkodás. Vol. 58. Iss. 6. ISSN:
0046-5518. pp. 552-563
Péter, E. – Keller, K. – Kaszás, N. (2013): Egészségtudatosság –
része a szervezeti kultúrának? Vezetéstudomány, 6. különszám, pp.
52-58. ISSN 0133-0179
Studies published in an international conference volume
Fehérvölgyi, B. – Kaszás, N. (2014): SuccessFactorsintheCross-
BorderRegion - Regional Project Again Brain Drain. Management,
Knowledge and Learning (MakeLearn) International Scientific
Conference 2014. Portorož (Szlovénia), 2014. június 25-27. ISBN:
978-961-6914-07-9. Old: 861-870
Péter, E. – Keller, K. – Kaszás, N. (2013): Preventive Approach in
Hungarian Organisational Culture. Proceedings in Conference of
Informatics and Management Sciences, The 2nd International
Conference, 25. – 29. March 2013, ISBN: 978-80-554-0648-0, ISSN:
1339-231X, p. 24-27
Kaszás Nikoletta Thesis collection
25
Studies published in a Hungarian conference volume
Kaszás, N. - Péter, E. (2014): Határon átnyúló pályázati projektek
sikerének szervezeti és humán tényezői. IX. KHEOPS Tudományos
Konferencia, 2014. augusztus 26. Mór. „Szervezetek és vállalatok
aktuális kérdései” Előadáskötet. ISBN: 978-963-89779-2-2.
Kaszás, N. - Péter, E. (2014): Határon átnyúló pályázati projektek
sikerének szervezeti és humán tényezői. Szervezeti és döntéshozói
kihívások a 21. században: Best of KHEOPS (2006-2013). Mór:
KHEOPS Automobil-Kutató Intézet, 2014. pp. 202-211. (ISBN:978-
963-89779-3-9)
Kaszás, N. – Péter, E. (2014): A határon átnyúló projekteket
lebonyolító szervezetek jellemzői, sikeressége. XVIII. Apáczai-napok
Nemzetközi Tudományos Konferencia. Győr, 2014. október 21-22.
Kaszás, N. – Fehérvölgyi, B. – Keller, K (2014): A térségi
turizmusfejlesztés lehetőségei a magyar-szlovén határ mentén, avagy
merre gurul az 5 Postakocsi. XVIII. Apáczai-napok Nemzetközi
Tudományos Konferencia. Győr, 2014. október 21-22.
Péter, E. – Németh, K. - Kaszás, N. (2014): Cafeteriaplanas a
possibilityincorporateculture. 20th YouthScientific Forum. Keszthely,
2014. május 23-24. ISBN: 978-963-9639-57-7.
Péter, E. – Németh, K. - Kaszás, N. (2014): More cansometimesbe
less, - inotherwords, what and howmuchdoHungariansconsume?. 20th
YouthScientific Forum. Keszthely, 2014. május 23-24. ISBN: 978-
963-9639-57-7.
Péter, E. – Kaszás, N. (2014): Az ember, mint érték a szervezeti
kultúrában. Szervezeti és döntéshozói kihívások a 21. században: Best
of KHEOPS (2006-2013). Mór: KHEOPS Automobil-Kutató Intézet,
2014. pp. 202-211. (ISBN:978-963-89779-3-9)
Kaszás, N. – Szabó, L. (2014): A határon átnyúló projektek, mint a
határtérség fejlődésének eszközei. A Magyar Regionális Tudományi
Társaság XII. Vándorgyűlése – Helyi fejlesztés. Veszprém, 2014.
november 27-28. (absztrakt)
Kaszás Nikoletta Thesis collection
26
Keller, K. – Svržnjak, K. - Kaszás, N. (2014): A testvértelepülési
kapcsolatok sikerességének modellje a magyar–horvát határtérségben.
A Magyar Regionális Tudományi Társaság XII. Vándorgyűlése –
Helyi fejlesztés. Veszprém, 2014. november 27-28. (absztrakt)
Kaszás, N. – Fehérvölgyi, B. (2014): Motiváció és kompetenciák – A
humán tényezők szerepe a határon átnyúló projektekben.
Makrogazdasági Döntések - Hálózati Szinergiák Konferencia,
Sopron, 2014. november 12.
Keller, K. - Kaszás, N. – Pisnik, A. (2014): A falusi turizmus
empirikus vizsgálata a szlovén-magyar határtérségben.
Makrogazdasági Döntések - Hálózati Szinergiák Konferencia,
Sopron, 2014. november 12.
Péter, E. – Keller, K. – Kaszás, N. – Németh, K. (2013):
Egészségtudatosság megjelenése a vállalati kultúra szintjein, XIX.
Ifjúsági Tudományos Fórum, Pannon Egyetem Georgikon Kar,
2013.04.25. A CD kiadvány ISBN száma: 978-963-9639-51-5
Péter, E. – Keller, K. – Kaszás, N. (2013): Kafetéria az
egészségmegőrzésben – egészségmegőrzés a vállalati kultúrában.
VIII. KHEOPS Tudományos Konferencia, 2013. április 26. Mór,
ISBN: 978-963-89779-0-8.
Péter, E. – Kaszás, N. (2013): Elvárható fejlesztés, vagy tudatos
építkezés az egészségmegőrzés a vállalati kultúrában?, Nemzetközi
Tudományos Konferencia a Magyar Tudomány Ünnepe alkalmából,
Sopron, 2013. november 13. „Felelős Társadalom – Fenntartható
Gazdaság” című kiadvány, ISBN: 978-963-334-144-5
Kaszás, N. (2009): A kerékpáros turisztikai kínálat a Balaton Kiemelt
Üdülőkörzetben. Pannon Egyetem Intézményi Tudományos Diákköri
Konferencia, Veszprém
Recommended