Improving and embedding project management practice: generic or context dependent?

Taking into account the contingency theory, this paper explores the extent to which key project management improvement initiatives and key embedding factors, identified in a previously developed conceptual framework, are dependent on organizational context, namely sector of activity, organization size, geographic area and project types. Therefore, aiming to guide professionals on making use of such framework in their organizations. Statistically significant contextual correlations were looked for in a worldwide sample of 793 questionnaire responses from project management professionals, using Principal Component Analysis, ANOVA test and post-hoc Tukey test. Context related differences found were limited, suggesting that the framework for improving and embedding project management practice is substantially generic. Therefore, the paper shows the explanatory power of the framework, which can be used by any organization independent of its sector of activity, dimension, geographic area and project types, however indicating the existence of slight differences. For example, Information Technology companies might give more relevance to initiatives such as corporate standardization and tailoring of project management processes tools and techniques than Engineering and Construction companies.