Contribution mechanisms of project managers' behavioural competencies towards the success of oil and gas projects

The Oil and Gas (O&G) industry is complex and hazardous. Its development relies on projects, where project management is a human-centred profession. Therefore, competent project managers (PMs) play a crucial role in this dynamic industry. Existing literature has primarily focused on the quantitative impact of project managers' competencies (PMCs) on project success (PS). However, there has been little attention given to understanding the 'how' behind the contributions of PMCs, specifically behavioural competencies (BCs), to PS. As a result, this research aims to explore the perspectives of PMs regarding the contributions of BCs to the success of projects in the O&G industry. This paper takes an interpretive stance. Data was gathered through twenty semi-structured interviews with PMs from a refinery in the Kingdom of Bahrain and analysed using thematic analysis with the aid of NVIVO 12. The study revealed the ways in which BCs contribute to project success in the O&G industry. Five distinct mechanisms were identified for BCs' contributions to PS: fostering team cohesiveness, enhancing work clarity, controlling project activities, conveying technical competencies, and advancing PMs' careers. This study was conducted in an under-researched industry within a developing country and has provided a deeper understanding of the means by which BCs contribute to PS, rather than merely presenting them as an extensive 'shopping list'.