A PROJECT-BASED ORGANIZATIONAL MATURITY ASSESSMENT FRAMEWORK FOR EFFICIENT ENVIRONMENTAL QUALITY MANAGEMENT

Abstract

The study aimed to develop and validate an organizational maturity framework (OM framework) to assess an organization's maturity and improve the operational performance of the EQM. The literature review culminated in the identification of seven variables that influence maturity among PBOs, concerning EQM practices. The analysis was carried out through a multi-methods research approach. Qualitative data was sourced from 18 respondents from Qatar. The data was analyzed through thematic analysis, via NVIVO. The contribution was to provide insights on which of the factors identified in the literature review determined maturity, the primary EQM concerns, how EQM efficiency is conceptualized, how maturity is assessed, the effects of maturation, as well as the interventions that have been registered on account of maturation. A confirmatory study was carried out through SEM, which was performed through SPSS AMOS. Data was collected through a survey questionnaire designed specifically for this study targeting employees in the PBOs from Qatar, with a total of 212 questionnaires. The results led to confirmation of three of the hypotheses, H1: the level of maturity determines efficiency in EQM (β=.061, CR=.754, p=.050), H4: Legal requirements have a statistically significant impact on PBO maturity (β=-.151, CR=-1.357, p=.015); and H5: Sustainability has a positive statistically significant impact on PBO maturity (β=-.164, CR=0.082, p=.045). The remaining hypotheses were not supported by the data, including H2: Resources and capabilities have a positive statistically significant impact on PBO maturity (β=-.046, CR=-.821, p=.012); H3: Knowledge management processes have a positive statistically significant impact on PBO maturity (β=-.046, CR=-1.773, p=.046); H6: The organizational context has a statistically significant impact on PBO maturation (β=-.018, CR=-0.182, p=.855); H7: The organizational strategy has a statistically significant impact on PBO maturity (β=.070, CR=0.827, p=.408), and H8: Project characteristics have a statistically significant impact on PBO maturity (β=.167, CR=1.397, p=.162). the results show that the maturity determinants in the model only explain 8.8% of the PBO maturity, while that maturity explains 3% of EQM efficiency Additional analysis showed that resources and capabilities were perceived as the factor with the highest priority ranking (29.3%, ±10%), while project characteristics had the lowest priority ranking (4.3%±2.1%) in their effects on PBO maturation. The findings culminate in the conclusion that the PBOs are out to reconceptualize the effect of maturation on EQM efficiency, due to the possibility that the low levels of relationship could originate from the fact that EQM outcomes are lagged indicators. Similarly, there is a need for the institutions to enhance the availability of resources and capabilities for EQM practices, to make them task-specific for the four EQM concerns that are prevalent in the country. Finally, it is necessary to adjust the legal frameworks in the country to reverse the potential effects of a ‘race to the bottom’, since the PBOs lack sufficient impetus to do more than what is mandated under the law. Other changes are necessary to enhance the value of the organizational context and organizational strategy.