UNIVERSITY OF PANNONIA Doctoral School in Business Economics and Organizational Studieskonyvtar.uni-pannon.hu/doktori/2015/Kaszas_Nikoletta... · · 2016-01-04Doctoral School in

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


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


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.


4

Fourth hypothesis


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


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


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


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.


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.


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.


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


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


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


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.


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


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


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.


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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.


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.


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


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.


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


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


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.


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.


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


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)


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

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