Enhancing project success through value-creating social interactions: insights from project managers in Iranian governmental organizations

Purpose Despite significant advancements in project processes, tools and systems, overall project success rates have not markedly improved. Recent studies underscore the importance of “value creation” as a key factor in enhancing project outcomes, particularly through the interaction between project managers and employees. However, there remains a critical gap in understanding how project managers can effectively leverage daily social interactions to foster cooperation and create value in complex, temporary and high-pressure environments typical of project-based organizations. This study aims to address this gap by exploring the lived experiences of project managers in governmental project-based organizations, focusing on how they use social interactions as a strategic tool for value creation. Design/methodology/approach Semi-structured interviews were conducted with various groups of project managers using open-ended questions, selected through the snowball sampling method. The collected data were then analyzed qualitatively using grounded theory techniques. Findings The findings indicate that project managers can foster value creation in the minds of employees by employing a range of behavioral strategies in the workplace. The effectiveness of these strategies, however, is influenced by the prevailing social culture within the project implementation site. Originality/value Consequently, understanding and adopting the appropriate behavioral approaches depend on the project’s unique social context. In conclusion, this research sheds light on the most effective parameters for value creation through social interactions in project spaces.