Welcome to the InfoSci Platform
Reference Hub1
The Binding and Blinding Influence of Project Commitment

The Binding and Blinding Influence of Project Commitment

Melinda L. Korzaan, Nita G. Brooks
Copyright: © 2015 |Volume: 28 |Issue: 1 |Pages: 18
ISSN: 1040-1628|EISSN: 1533-7979|EISBN13: 9781466675537|DOI: 10.4018/irmj.2015010104
Cite Article Cite Article

MLA

Korzaan, Melinda L., and Nita G. Brooks. "The Binding and Blinding Influence of Project Commitment." IRMJ vol.28, no.1 2015: pp.57-74. http://doi.org/10.4018/irmj.2015010104

APA

Korzaan, M. L. & Brooks, N. G. (2015). The Binding and Blinding Influence of Project Commitment. Information Resources Management Journal (IRMJ), 28(1), 57-74. http://doi.org/10.4018/irmj.2015010104

Chicago

Korzaan, Melinda L., and Nita G. Brooks. "The Binding and Blinding Influence of Project Commitment," Information Resources Management Journal (IRMJ) 28, no.1: 57-74. http://doi.org/10.4018/irmj.2015010104

Export Reference

Mendeley
Favorite Full-Issue Download

Abstract

Proper management of information technology (IT) projects remains important within organizations; they require tremendous investment and consume valuable resources. To enhance one's understanding of IT projects and the continued issue of project failure, this study develops a model of the psychological influences of IT project commitment for individuals working on IT projects and its influence on intentions to continue an IT project (ICITP). Survey responses from 232 individuals across several organizations were obtained, and structural equation modeling was used to analyze the data. Three forms of project commitment (affective, continuance, and normative), subjective norm, and perceived behavioral control – internal were significant predictors of ICITP, explaining 64% of the variance. Additionally, continuance commitment and perceived behavioral control – internal were found to explain 46% of the variance in affective commitment. Implications and directions for future research are provided.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.