Project managers' reactions to project disruption: sponsor actions versus environmental uncertainty

Purpose Managing projects is an important part of operations management, but many fail. This study focuses on attribution processes such disruption from the underrepresented perspective project manager. The authors consider two types causes: more frequently researched environmental uncertainty (i.e. uncontrollable events) and scarcely imposed by non-collaborative sponsors other-controllable events). Design/methodology/approach test conceptual arguments grounded in theory notion psychological contracts a scenario-based experiment among 325 practicing managers. Findings findings indicate that negatively affect managers' motivation, whereas disruptions leave hope to achieve positive future outcomes. latter effect further strengthened when managers have internal style. They tend blame themselves generally feel control achieving success even if they are not. Originality/value These socio-psychological insights nuance economic idea reduces motivation per se context appraisal. contribute behavioral management literature general help guide allocation resources during recovery failed projects.