Organizational and Project-Management Factors in Capital-Project Delivery Performance: A Conceptual Framework

Faisal Hassan Ali Alfarsi; Yu Hock Oo

doi:10.56868/ijmt.v4i2.118

Authors

Faisal Hassan Ali Alfarsi Binary Graduate School (BGS), Binary University of Management & Entrepreneurship, 47100, Puchong, Selangor, Malaysia
Yu Hock Oo Binary Graduate School (BGS), Binary University of Management & Entrepreneurship, 47100, Puchong, Selangor, Malaysia

DOI:

https://doi.org/10.56868/ijmt.v4i2.118

Keywords:

Capital-Project Delivery, Project Delivery Performance, Project Governance, Digital Project Management Capability, Organizational Decision-Making Effectiveness

Abstract

Capital-intensive projects often face cost overruns, schedule delays, and coordination problems because of complex organizations and interdependent tasks. While research examines individual factors that affect project outcomes, we still need a clearer understanding of how governance, organizational capabilities, and stakeholder relationships shape delivery performance. This paper adopts a theory-informed conceptual approach to develop an integrated framework linking seven organizational and project-management factors to Project Delivery Performance (PDP): Project Governance, Project Risk Governance, Digital Project Management Capability, Front-End Planning Quality, Contract and Procurement Governance, Stakeholder Coordination, and Project Management Competency. Drawing on Institutional Theory, Dynamic Capability Theory, Stakeholder Theory, and Contingency Theory, the framework proposes Organizational Decision-Making Effectiveness (ODME) as a potential mediating mechanism. ODME is conceptualized through decision quality, timeliness, implementation, and cross-functional alignment, while PDP encompasses schedule, cost, quality, scope fulfilment, and stakeholder satisfaction. The framework specifies direct relationships between the seven factors and PDP alongside potential indirect relationships through ODME. Project complexity, institutional environments, contractual arrangements, and organizational maturity establish contextual boundaries for interpreting these propositions. The paper contributes a conceptual explanation of how organizational conditions may translate into delivery outcomes through effective decision-making. It also clarifies construct boundaries and develops research propositions to guide future investigation. The proposed relationships remain theoretical and require empirical validation.

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