<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>1659-3359</journal-id>
<journal-title><![CDATA[Tec Empresarial]]></journal-title>
<abbrev-journal-title><![CDATA[Tec Empre.]]></abbrev-journal-title>
<issn>1659-3359</issn>
<publisher>
<publisher-name><![CDATA[Instituto Tecnológico de Costa Rica]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S1659-33592022000200055</article-id>
<article-id pub-id-type="doi">10.18845/te.v16i2.6186</article-id>
<title-group>
<article-title xml:lang="en"><![CDATA[What drives project management success in developing countries? The case of Ghana]]></article-title>
<article-title xml:lang="es"><![CDATA[¿Qué favorece el éxito en la gestión de proyectos en los países en desarrollo? El caso de Ghana]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Amoah]]></surname>
<given-names><![CDATA[Armstrong]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Berbegal-Mirabent]]></surname>
<given-names><![CDATA[Jasmina]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Marimon]]></surname>
<given-names><![CDATA[Frederic]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Ghana Communication Technology University Faculty of IT Business ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Ghana</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Universitat Politècnica de Catalunya Department of Management ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Spain</country>
</aff>
<aff id="Af3">
<institution><![CDATA[,Universitat Internacional de Catalunya Department of Economy and Business Organisation ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Spain</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>08</month>
<year>2022</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>08</month>
<year>2022</year>
</pub-date>
<volume>16</volume>
<numero>2</numero>
<fpage>55</fpage>
<lpage>78</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.sa.cr/scielo.php?script=sci_arttext&amp;pid=S1659-33592022000200055&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.sa.cr/scielo.php?script=sci_abstract&amp;pid=S1659-33592022000200055&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.sa.cr/scielo.php?script=sci_pdf&amp;pid=S1659-33592022000200055&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="en"><p><![CDATA[Abstract Many projects in developing countries (DCs) have been recognised as crucial forces for poverty reduction and making people&#8217;s lives easier. Despite their relevance, projects in these countries typically fail or are abandoned before completion. Recent calls suggest that projects in DCs are multifaceted, interdependent and of a complex nature; consequently, they are influenced by various factors that are specific to these territories, requiring new research efforts that delve deeper into the particularities of this specific setting. Literature on project management success (PMS) in DCs is very limited, and the existing attempts either rely on PMS factors for developed countries and/or use conventional variable-oriented analyses that are not transferrable to the context of DCs. Aiming to shed new light on the factors that shape PMS in DCs, this study examines both the configurational and the independent influence of three factors that have been emphasised in project management literature as determinants of PMS. To achieve this objective, a survey was conducted among 215 project management practitioners in Ghana. First, we validate the factors&#8217; structure obtained from literature. Next, we examine the configurational influence of these factors on PMS in DCs, complementing the findings with robustness checks. Our results support the existence of distinct pathways, suggesting that there is no unique recipe, but different strategies that can be followed. The study concludes with a series of recommendations that are expected to help engineers and project managers in DCs understand and deal with project management challenges.]]></p></abstract>
<abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen Los proyectos de construcción en los países en desarrollo (PED) son una fuerza crucial para reducir la pobreza y facilitar la vida de las personas. A pesar de su relevancia, dichos proyectos suelen fracasar o abandonarse antes de su finalización. Recientes discusiones sugieren que los proyectos en los PED son multifacéticos, interdependientes y de naturaleza compleja, estando influenciados por factores específicos de estos territorios, lo que requiere de nuevos estudios que profundicen en las particularidades de este contexto. Esta cuestión se ha tratado poco en la literatura, y los intentos existentes se fundamentan en los factores utilizados para caracterizar el éxito en los países desarrollados y/o utilizan análisis convencionales que no son transferibles al contexto de los PED. Con el objetivo de determinar qué factores conducen al éxito en la gestión de proyectos en los PED, este estudio examina la influencia configuracional y la independencia de tres factores que tradicionalmente se consideran determinantes del éxito. La aplicación empírica analiza 215 respuestas de gestores de proyectos de Ghana. Primero, se validan los elementos que constituyen los factores clave que intervienen en la gestión de proyectos. A continuación, se examina cómo dichos factores se combinan entre ellos para dar lugar a configuraciones que resultan en proyectos exitosos en un contexto de PED. Los resultados apoyan la existencia de distintas configuraciones, sugiriendo que no hay una propuesta única sino distintas estrategias posibles a seguir. El estudio concluye con recomendaciones para comprender y enfrentar mejor los desafíos de la gestión de proyectos.]]></p></abstract>
<kwd-group>
<kwd lng="en"><![CDATA[Organisational capacity]]></kwd>
<kwd lng="en"><![CDATA[organisational structure]]></kwd>
<kwd lng="en"><![CDATA[leadership]]></kwd>
<kwd lng="en"><![CDATA[project management success]]></kwd>
<kwd lng="en"><![CDATA[qualitative comparative analysis]]></kwd>
<kwd lng="en"><![CDATA[structural equation modelling]]></kwd>
<kwd lng="es"><![CDATA[Capacidad organizacional]]></kwd>
<kwd lng="es"><![CDATA[estructura organizacional]]></kwd>
<kwd lng="es"><![CDATA[liderazgo]]></kwd>
<kwd lng="es"><![CDATA[éxito en la gestión de proyectos]]></kwd>
<kwd lng="es"><![CDATA[análisis comparativo cualitativo]]></kwd>
<kwd lng="es"><![CDATA[modelado de ecuaciones estructurales]]></kwd>
</kwd-group>
</article-meta>
</front><back>
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