Balancing Control and Collaboration: Project Manager Accountability in Multi-Layered Governance Systems
DOI:
https://doi.org/10.58932/MULA0018Keywords:
Project-Based Organizations, accountability frameworks, agency theory, hierarchical accountability, social accountability, governance structuresAbstract
This study examines accountability frameworks within Project-Based Organizations (PBOs), addressing how multi-layered governance structures influence the alignment of project activities with organizational goals. Traditional agency theory, which views accountability as a principal-agent relationship, encounters limitations within PBOs due to the complex, multi-stakeholder environment in which project managers operate. To understand how these organizations, navigate accountability challenges, this research utilizes a qualitative case study approach, drawing on interviews with project managers, PMO staff, and executive sponsors. Findings reveal that multi-dimensional accountability encompassing hierarchical and social accountability models enhances governance effectiveness in PBOs by balancing formal oversight with peer-driven collaboration. Governance mechanisms such as Project Management Offices (PMOs), project sponsorship, and portfolio management are shown to reinforce both process and outcome accountability, adapting traditional agency principles to the dynamic demands of PBOs. This study contributes to the literature on project governance by presenting a hybrid accountability model that supports both top-down control and team-based flexibility, offering PBOs a robust framework for sustainable project success. Future research should further explore how these governance models adapt to emerging technologies and evolving stakeholder expectations in complex project landscapes.
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