UNTANGLING THE COMPLEXITY–COMPETENCE NEXUS: EVIDENCE FROM PAKISTAN’S IT PROJECT LANDSCAPE

Abstract

Project underperformance has consistently jeopardised the expansion of Pakistan's information technology (IT) industry, despite having invested in robust infrastructure and sophisticated frameworks for managing projects. The current study assesses the impact of Project Management Competences (PMC) upon Project Success (PS), as well as the moderating effect of Project Complexity (PC) on both the PMC and PS relationship. In developing the empirical study, the researchers adopted a mixed-model methodology based on Project Success Factor Theory and Complexity Theory. The empirical component of the study utilized a quantitative, cross-sectional design, based on data from 414 public and private off-site IT-sector employees throughout Pakistan. By employing Partial Least Squares Structural Equation Modelling (PLS-SEM) approaches, the analysis showed substantial positive data to conclude that PMC has a strong positive influence on PS (β = 0.421, p < 0.001) while PC had a significant negative influence upon the PMC and PS relationship (β = −0.116, p < 0.05). In addition, the model accounted for a significant amount of variation in PS outcomes at 65.7 percent (R² = 0.657), with good predictive relevance shown at the recommended level (Q² = 0.359). In summary, the findings clearly demonstrate that managerial competences lead to better project outcomes; however, the benefits of PMC diminished in the presence of high levels of PC. The results contribute to an understanding of theory by merging a competence-based management perspective emphasizing PC; offering practitioners valuable insights and guidance in relation to improving IT performance in developing nations.