English abstract
It is widely recognized that the success of projects contributes to the success of the
company business. Researchers have been looking for ways to improve Project
Success PS. In the quest for that, in recent years, there has been a growing interest in
academia and practitioners in Information Technology Governance ITG, Project
Governance PG, and their impact on Project Performance and PS. The concept of PG
was used by organizations to achieve strategic goals and objectives. Moreover, several
researchers have explored the concept of ITG in a number of contexts. Nevertheless,
their focus remains on the system interactions in various public and private institutions.
In addition, ITG also has an impact on determining the projects' failure and success,
and hence play an important role. ITG is considered as an essential part of corporate
governance under board of directors and decision-makers' responsibility. The aim of
this study is to explore the relationship between ITG and PG and their impact on PS.
The study utilizes a mixed method of qualitative and quantitative approaches through
conducting semi-structured interviews. Moreover, this research aims to develop a
comprehensive framework for researchers to strengthen the effective use of PG and
ITG. This research study contributes to the body knowledge by addressing the
phenomenon about the impact of ITG and PG on PS. In addition, this research provides
a comprehensive framework for the study. This research also introduces a culture of
compliance variable under ITG factor in the research's conceptual framework. The
results of data analysis from a sample of 10 participants from 7 organizations showed
a strong relationship between ITG and PS. In addition, the results show that there is a
positive relationship between PG and PS. In addition, the results of the study show a
strong relationship between alignment of ITG and PG and their impact on PS. The
results conform with other studies, however as the study was conducted in Oman, the
answers were based on Omani perspectives, and may need to be investigated further
before they could be generalized. Moreover, the respondents in this study were both
from public and private sectors in Oman from different types of organizations. Thus,
the results are not related to a specific type of organization. Further studies are needed
by using a larger sample size outside Oman and within similar countries in the region,
e.g., neighboring Gulf or Arab countries. Future research studies should also be
performed on certain specific industries (e.g., telecom, banking, oil & gas and service
industries).
