The role of innovative project management practices on construction project performance

This study examines the impact of innovative project management practices on construction project performance. The study adopts positivist epistemology, conducting a cross-sectional survey of 296 professionals in Oman’s construction sector. Quantitative data analysis was performed covering the dimensions of innovative project management practices such as cost efficiency, stakeholder engagement, and project management methodologies while evaluating the impact on project performance. The findings confirm a significant and positive impact of innovation project management practices on project performance with an innovative culture as a moderating variable. The study also discussed challenges in the form of financial constraints, persistent fragmented approaches, scepticism, and indifference. It reveals the need for system transformation with a call to strategically invest in and increase capacity in technology, as well as advance collaborative governance to facilitate innovation practices. The study suggests four (4) main objectives for Oman’s construction sector, covering innovation project management, increased efficiency, managing risks, and contributing to the diversification goals of the country. This research adds to the knowledge on innovation value chains in emerging economies. Innovative value chain and innovative culture have also been significantly and strongly associated with project performance. In general, it provides policy and practical implications for managers and policymakers to harness the benefits of innovation through adaptive project management.