Operationalizing governance categories of projects

This study operationalizes an existing concept for the categorization of governance approaches for projects. For that the concept's four governance paradigms, based on the overlay of the shareholder–stakeholder orientation with the behavior–outcome control of a project's parent organization are measured. The measurement dimensions were derived from the intersection of governance and organization theory with project management theory, thereby addressing those areas of corporate governance and organizational control that extend into projects. The application of the measurement construct, its validity and reliability are tested through a world-wide questionnaire with 478 responses. Analysis of the responses shows the differences in governance structures for projects by country, project size, and project type. The results are important for managers developing governance structures and academics developing governance theories. •A measurement construct for governance of projects.•Four categories for the governance of projects are operationalized.•A worldwide survey validated the measurement construct.•Governance of projects differs by country, project type, and size.