The Role of Organizational Support in Strengthening the Impact of Project Manager Competencies on Development Project Outcomes in Pakistan’s Higher Education Sector

Abstract

Effective communication competence is widely regarded as a critical determinant of project success, yet empirical evidence from higher education development projects in emerging economies remains scarce. This study investigates the impact of project manager communication competence (PMCC) on development project success (PS) in Pakistan’s higher education sector, while testing the moderating role of organizational support (OS). Grounded in contingency theory and affective events theory, the model posits that project managers with higher communication competence achieve better project outcomes, and that this relationship is strengthened when organizational support mechanisms are in place. A survey of 320 project professionals engaged in higher education development initiatives was conducted, and data were analyzed using partial least squares structural equation modeling (SmartPLS 4.0). The results demonstrate that PMCC has a significant positive effect on project success, while OS positively moderates this relationship, amplifying the impact of communication competence on project outcomes. The findings contribute to project management scholarship by integrating individual-level competencies with organizational-level enablers, and offer practical guidance for higher education institutions and policymakers. Strengthening organizational support systems while investing in communication training for project managers emerges as a dual pathway to improving development project success in Pakistan’s higher education sector.