Enhancing Leadership and Management Effectiveness: Leveraging Actor-Network Theory for Project Risk Mitigation

Abstract

Investment decisions of leaders and managers influence the adoption and use of digital technologies that then transform their organization’s products, services, and operations. To foster transformation, project management methods are commonly used. However, project failure rates often exceed success rates regardless of the industry sector, or project management methodology. While project success has traditionally been measured in terms of time, cost, and quality, recent research suggests that success includes the dynamic interaction between multiple actors in diverse networks. Traditional project management methods may not adequately identify and help mitigate the risks associated with complex and dynamic influence of leadership and management on project success. This study uses actor-network theory (ANT) to examine opportunities to enhance the effectiveness of leadership and management in projects and mitigating associated risks. By doing so, this study aims to provide insights into how organizations can improve project success rates.