Project risk, management practices, accounting information systems and project performance in Iraq

Purpose Prior studies report inconsistent findings regarding the effects of project management practices and accounting information systems (AIS) on project performance (PP). Meanwhile, limited research explains how these relationships vary under high-risk construction conditions. Accordingly, this study examines whether project risk (PR) moderates the effects of cost management (CM), schedule management (SM), quality management (QM) and AIS on PP in Iraq's construction sector. Design/methodology/approach A quantitative cross-sectional survey was conducted using structured questionnaires administered to 333 experienced professionals from large registered construction firms across major Iraqi regions. Data were analysed using WarpPLS 8.0, and interaction term analysis was used to test the moderating effect of PR. Findings PR significantly moderates the relationships between CM, SM, AIS and PP. The positive effects of CM and SM are stronger under lower-PR conditions, whereas AIS contributes more strongly to PP as PR increases. QM maintains a stable positive relationship with PP across varying PR levels. Practical implications Construction firms should align budgeting and scheduling controls with prevailing PR conditions, adopt greater flexibility in high-risk projects, strengthen AIS capabilities to support timely decisions under uncertainty and maintain consistent QM routines regardless of PR level. Originality/value This study extends the project management and AIS literature by explaining why managerial and technological controls yield uneven PP under varying PR conditions. This study conceptualises PR as a boundary condition that shapes the effectiveness of CM, SM, QM and AIS. The findings also provide practical insights for managing construction projects in high-PR, institutionally unstable environments, such as Iraq.