How Power Influences Behavior in Projects: A Theory of Planned Behavior Perspective

Wynn, C; Smith, L; Killen, C

How Power Influences Behavior in Projects: A Theory of Planned Behavior Perspective

Wynn, C Smith, L Killen, C

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Publisher:: SAGE Publications
Publication Type:: Journal Article
Citation:: Project Management Journal, 2021, 52, (6), pp. 607-621
Issue Date:: 2021-12-01

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Field	Value	Language
dc.contributor.author	Wynn, C
dc.contributor.author	Smith, L
dc.contributor.author	Killen, C https://orcid.org/0000-0002-2370-7856
dc.date.accessioned	2022-01-02T22:44:07Z
dc.date.available	2022-01-02T22:44:07Z
dc.date.issued	2021-12-01
dc.identifier.citation	Project Management Journal, 2021, 52, (6), pp. 607-621
dc.identifier.issn	8756-9728
dc.identifier.issn	1938-9507
dc.identifier.uri	http://hdl.handle.net/10453/152595
dc.description.abstract	While the effect of power on organizations has been well researched, how power influences behavior in projects is less well understood. Taking a case-study approach and using the Theory of Planned Behavior (TPB), we traced the thoughts of project managers subject to power, particularly those who resisted. We discovered that power bore down on project managers through new injunctive norms, encouraging them either not to resist or eventually to compromise and yield to new norms that changed their experiential attitudes. The TPB brings a new perspective to project management research, illustrating how power affected project managers’ behavior and influenced project outcomes.
dc.language	en
dc.publisher	SAGE Publications
dc.relation.ispartof	Project Management Journal
dc.relation.isbasedon	10.1177/87569728211052592
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	0806 Information Systems, 1202 Building, 1503 Business and Management
dc.title	How Power Influences Behavior in Projects: A Theory of Planned Behavior Perspective
dc.type	Journal Article
utslib.citation.volume	52
utslib.for	0806 Information Systems
utslib.for	1202 Building
utslib.for	1503 Business and Management
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
utslib.copyright.status	closed_access	*
dc.date.updated	2022-01-02T22:44:06Z
pubs.issue	6
pubs.publication-status	Published
pubs.volume	52
utslib.citation.issue	6

Abstract:

While the effect of power on organizations has been well researched, how power influences behavior in projects is less well understood. Taking a case-study approach and using the Theory of Planned Behavior (TPB), we traced the thoughts of project managers subject to power, particularly those who resisted. We discovered that power bore down on project managers through new injunctive norms, encouraging them either not to resist or eventually to compromise and yield to new norms that changed their experiential attitudes. The TPB brings a new perspective to project management research, illustrating how power affected project managers’ behavior and influenced project outcomes.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/152595