Heterogeneity and perception congruence of project outcomes

Abstract

This study examines the impact of project manager and practitioner heterogeneity on congruent perceptions of the outcome of service operations projects. More specifically, the study focuses on congruence in the formation and subsequently revision of project outcome perceptions of service operations. Data were obtained from 1413 project management practitioners and subsequently analysed using multi-layered and combined statistical methods. The results suggest that perception congruence, that is relationships or agreements between different stakeholders, may be impacted by age and role heterogeneity of project managers and practitioners, but not gender.