In particular, while few published studies examine the impact
of project-management performance variables in the execution
phase on project outcomes using longitudinal data, these studies
(e.g., Calamel et al., 2012; Keller, 1992) focus on the longitudinal
relationship between team-performance variable and project
outcomes. For example, Keller (1986) analyzes 32 project groups
in a large R&D organization using a longitudinal design based
on hierarchical regression analysis and concludes that group
cohesiveness, job satisfaction, and innovative orientation in the
execution phase are factors in project outcomes