Mapping motivation profiles and perceived role value appreciation in research project management

Purpose To investigate the motivational profiles of research project managers (RPMs) using self-determination theory (SDT) and explore their correlation with perceived organizational role value appreciation. Design/methodology/approach A quantitative cross-sectional online survey was conducted with 276 RPMs. Data were analyzed using exploratory factor analysis, Kruskal–Wallis tests and Spearman's correlation to identify underlying motivation profiles and their relationships with perceived role appreciation. Findings Three distinct motivational profiles emerged: autonomous (predominant), controlled and outcome-driven. Although RPMs generally report low role appreciation from their organizations, higher perceived appreciation strongly correlates with outcome-driven motivation. Research limitations/implications Limitations include a cross-sectional design and self-reported RPM identification. Practical implications Organizations must enhance perceived support by granting RPMs autonomy, development opportunities and visible role appreciation to mitigate demotivation and turnover, ultimately boosting project productivity. Social implications Improving the retention and motivation of RPMs fosters more stable and effective research and innovation ecosystems, reducing the administrative disruption and turnover that often troubles collaborative scientific endeavors. Originality/value This is the first study to empirically map RPMs' motivation profiles using SDT and link them to perceived organizational support. This study provides a contextual empirical application of existing SDT dimensions within research and innovation environments. It maps the established concepts of identified and integrated regulation into a practical “outcome-driven” profile tailored specifically to the realities of research project management.