The Role of Project Manager’s Competency and Affective Commitment in Project Success: The Mediating Effect of Knowledge Management

Abstract

This study investigates the influence of project manager’s competency (PCM) and affective commitment (AC) on project success (PS), with knowledge management (KM) serving as a mediating variable, specifically within the telecommunications sector. In the context of complex, large-scale projects within a competitive and dynamic telecommunications sector, strong leadership, team dedication, and knowledge dissemination are essential for achieving successful project results. The study employed structural equation modeling (SEM) to evaluate data for hypothesis testing. The findings indicate that project manager skill and affective commitment exert significant positive influences on project success. Furthermore, knowledge management was identified as a significant mediator in the link between project
manager’s competency and project success, as well as in the association between affective commitment and project success. The findings indicate that telecom vendors can improve project success by investing in managerial skill development, promoting affective commitment, and executing effective knowledge management procedures. The research, contextualized by Social Exchange Theory (SET), emphasizes that reciprocal exchanges of knowledge and commitment among teams can enhance collective effectiveness in project management. The research addresses a significant deficiency in the literature by examining these interrelated elements within the telecommunications industry and offers practical recommendations for enhancing project success.