||The influence of Project Management on Coordination, Cooperation, Uncertainty, Interdependence, and Project Performance in Taiwanese Auto Parts Industry
||Institute of International Management (IIMBA--Master)(on the job class)
Projects are a major process structure to accomplish many tasks in organizations. A project is a non-routine, complex, one-time effort limited by budget, resources, time and performance specifications designed to meet customer needs. The benefits of project management have been well documented, but project failure rates remain. Given the fact that there has been a low success rate for projects, organizations are in growing need of searching out new means and control for projects. This suggests continued exploration of new process models and organizational structures to foster strong project performance. Projects depend upon the effectiveness of teams to be successful. Formal project management often is critical to the effective and efficient application of scarce organizational resources to compete demands within and across projects. This research took Taiwanese auto parts manufacturers as the research objects, and focused on how to improve project performance in order to promote business competitiveness in Taiwanese auto parts industry by exploring the effects and influences of project coordination, project uncertainty, project interdependence, project cooperation on project performance. The data were collected from 237 manufacturers from the 2008 membership directory published by the most important Taiwan Transportation Vehicle Manufacturers Association (TTVMA). The targeted respondents were team leaders, section chiefs, managers, and top managers who actually execute projects and project management in their firms. A research model was developed based on a series of literature reviews and hypotheses development.
The research results indicate: (1) there are significant relationships between project coordination, project uncertainty, and project interdependence; (2) administrative coordination and expertise coordination have significant influence on project cooperation; (3) reduced requirement uncertainty and technological uncertainty have significant influence on project interdependence; (4) reduced requirement uncertainty and technological uncertainty have significant influence on project cooperation and project performance; (5) project interdependence has significant influence on project cooperation and project performance; (6) project cooperation has significant influence on project performance.
TABLE OF CONTENTS IV
LIST OF TABLES VIII
LIST OF FIGURES X
CHAPTER ONE INTRODUCTION 1
1.1 Research Background 1
1.2 Research Motivation 2
1.3 Research Objectives 4
1.4 Research Procedure 5
1.5 Research Structure 6
CHAPTER TWO LITERATURE REVIEW 8
2.1 Taiwanese AM Auto Parts Industry 8
2.1.1 A Profile of Taiwanese AM Auto Parts Industry 8
2.1.2 The World’s Leading Auto Parts Exporter 11
2.1.3 The Auto Parts Project Conducted by MOEA 12
2.2 Definitions of Research Constructs 14
2.2.1 Project and Project Management 14
2.2.2 Project versus Operational Work 16
2.2.3 Project Coordination 18
2.2.4 Project Uncertainty 20
2.2.5 Project Interdependence 21
2.2.6 Project Cooperation 22
2.2.7 Project Performance 25
2.3 Relationshps among Research Constructs and Hypotheses Developments 26
2.3.1 Relationships between Project Coordination, Project Uncertainty, Project Interdependence, and Project Cooperation 26
2.3.2 Relationships between Project Uncertainty, Project Interdependence, Project Cooperation,and Project Performance 28
2.3.3 Relatiohships between Project Interdependence, Project Cooperation, and Project Performance 29
2.3.4 Relationships between Project Cooperation and Project Performance 31
CHAPTER THREE RESEARCH DESIGN AND METHODOLOGY 33
3.1 Conceptual Model 33
3.2 Construct Measurement 34
3.2.1 Project Coordination 34
3.2.2 Project Cooperation 35
3.2.3 Project Interdependence 38
3.2.4 Project Uncertainty 39
3.2.5 Project Performance 41
3.3 The Information of Firms and Respondentst 42
3.4 Hypotheses to be Tested 42
3.5 Questionnaire Design 44
3.6 Sampling Plan 45
3.7 Data Analysis Procedures 46
3.7.1 Descriptive Statistic Analysis 46
3.7.2 Purification and Reliability of the Measurement Variable 46
3.7.3 Relationshps between Research Variables 47
CHAPTER FOUR DESCRIPTIVE ANALYSIS AND RELIABILITY TESTS 50
4.1 Descriptive Analysis 50
4.1.1 Data Collection 50
4.1.2 Characteristics of Sample Firms and Respondents 51
4.1.3 Measurement Results for Relevant Research Variabls 52
4.2 Factor Analysis and Reliability Tests 60
4.2.1 Project Coordination 60
4.2.2 Project Cooperation 62
4.2.3 Project Interdependence 63
4.2.4 Project Uncertainty 64
4.2.5 Project Performance 65
CHAPTER FIVE RESEARCH ANALYSIS AND RESULTS 67
5.1 Relatinshps between Research Variables 67
5.1.1 Canonical Correlation Analysis among Project Coordination,Project Uncertainty,and Project Interdependence 67
5.1.2 Multiple Regression Analysis between Project Coordination and Project Cooperation 70
5.1.3 Multiple Regression Analysis between Project Uncertainty and Project Cooperation 71
5.1.4 Multiple Regression Analysis between Project Uncertainty and Project Performance 72
5.1.5 Multiple Regression Analysis between Project Interdependence and Project Cooperation 74
5.1.6 Multiple Regression Analysis between Project Interdependence and Project Performance 76
5.1.7 Multiple Regression Analysis between Project Cooperation and Project Performance 78
5.2 Structural Equation Model (SEM) for full Model 79
5.3 Firm Characteristics and Demographics’ Impact on Various Dimensions 85
5.3.1 The Impact of Firm Characteristics 85
5.3.2 The Impact of Demographics 88
CHAPTER SIX CONCLUSIONS AND SUGGESTIONS 91
6.1 Research Conclusions 91
6.2 Managerial Implications and suggestions 94
6.3 Research Limitations and Future Research Directions 94
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