examine 13 capital projects using a
pathogen approach and concludes that the fundamental causes
of project failure are typically decisions, practices, or other
basic entities within a project, not external events. Concurrently,
Schwab and Anne (2008) examine 239 U.S. movie projects
from 1931 to 1940 and determine, using regression analysis,
that project performance depends on the perceived relevance of
prior performance and on organizational control over project
participants.
Subsequent work by Anand et al. (2010) analyzes 98 projects
in five companies using hierarchical regression. They show that
the inclusion of softer, people-oriented practices for capturing
tacit knowledge explains