Managing IT professionals in a global environment
ACM SIGCPR Computer Personnel
On time, within budget (2nd ed.): software project management practices and techniques
On time, within budget (2nd ed.): software project management practices and techniques
What motivates Egyptian IS managers and personnel: some preliminary results
SIGCPR '97 Proceedings of the 1997 ACM SIGCPR conference on Computer personnel research
Peopleware (2nd ed.): productive projects and teams
Peopleware (2nd ed.): productive projects and teams
Evolving a new theory of project success
Communications of the ACM
Retention and the career motives of IT professionals
SIGCPR '00 Proceedings of the 2000 ACM SIGCPR conference on Computer personnel research
Software developer perceptions about software project failure: a case study
Journal of Systems and Software - Special issue on software engineering education and training for the next millennium
A confirmatory factor analysis of IS employee motivation and retention
Information and Management
Crafting an HR strategy to meet the need for IT workers
Communications of the ACM
SIGCPR '02 Proceedings of the 2002 ACM SIGCPR conference on Computer personnel research
The social context of turnover among information technology professionals
SIGCPR '02 Proceedings of the 2002 ACM SIGCPR conference on Computer personnel research
Software Engineering Economics
Software Engineering Economics
Enduring practices for managing IT professionals
Communications of the ACM
An analysis of IS technical career paths and job satisfaction
ACM SIGCPR Computer Personnel
IEEE Software
Personality types in software engineering
International Journal of Human-Computer Studies
Comparing motivation of Japanese computer personnel versus those of the United States
HICSS '95 Proceedings of the 28th Hawaii International Conference on System Sciences
HICSS '05 Proceedings of the Proceedings of the 38th Annual Hawaii International Conference on System Sciences - Volume 09
Beyond stereotypes of IT professionals: implications for IT HR practices
Communications of the ACM - Supporting exploratory search
Proceedings of the 2006 ACM SIGMIS CPR conference on computer personnel research: Forty four years of computer personnel research: achievements, challenges & the future
An effort towards identifying occupational culture among information systems professionals
Proceedings of the 2006 ACM SIGMIS CPR conference on computer personnel research: Forty four years of computer personnel research: achievements, challenges & the future
Proceedings of the 2006 ACM SIGMIS CPR conference on computer personnel research: Forty four years of computer personnel research: achievements, challenges & the future
Information and Software Technology
Proceedings of the 2008 ACM SIGMIS CPR conference on Computer personnel doctoral consortium and research
Motivation in Software Engineering: A systematic literature review
Information and Software Technology
A Replicated Survey of IT Software Project Failures
IEEE Software
Communications of the ACM - Finding the Fun in Computer Science Education
A Management Perspective on the Failure of IS&T Projects
International Journal of Information Technology Project Management
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When a project perceived to be a failure by one set of stakeholders is perceived as a success by another set of stakeholders we have outcome disagreement. Our objective is to discover if team motivation is affected when developers and managers disagree on a project's outcome. We also investigate if culture influences team motivation. We collected questionnaire data on 290 completed projects from software engineering practitioners based in Australia, Chile, and USA. We asked if the respondent considered their project was successful and if higher level management considered the project a success. We found that more projects were perceived successful by management than by developers. Also, successful projects are associated with higher levels of team motivation than failed projects or projects with outcome disagreement. Culture makes a difference to levels of team motivation for both failed projects, and projects with outcome disagreement. An over-riding influence on team motivation is agreement with other stakeholders. To motivate practitioners, stakeholders need to agree on what constitutes a successful or a failed project before the start of the project.