Improving and embedding project management practice: generic or context dependent?

Taking into account the contingency theory, this paper explores extent to which key project management improvement initiatives and embedding factors, identified in a previously developed conceptual framework, are dependent on organizational context, namely sector of activity, organization size, geographic area types. Therefore, aiming guide professionals making use such framework their organizations. Statistically significant contextual correlations were looked for worldwide sample 793 questionnaire responses from professionals, using Principal Component Analysis, ANOVA test post-hoc Tukey test. Context related differences found limited, suggesting that improving practice is substantially generic. shows explanatory power can be used by any independent its dimension, types, however indicating existence slight differences. For example, Information Technology companies might give more relevance as corporate standardization tailoring processes tools techniques than Engineering Construction companies.