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Procedia Computer Science 138 (2018) 764–774

CENTERIS - International Conference on ENTERprise Information Systems /

CENTERIS
ProjMAN - International
- International Conference
Conference on ENTERprise
on Project MANagement Information Systems /
/ HCist - International
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CENTERIS/ProjMAN/HCist 2018
Linking “Project Success” and “Strategic Talent Management”:
Linking “Project Success”
satisfaction/motivation and “Strategic
and organizational Talent Management”:
commitment as mediators
satisfaction/motivation and organizational commitment as mediators
Mahdiyeh Mahjoub*, Shiva Atashsokhan, Mohammad Khalilzadeh, Akbar Aghajanloo,
Mahdiyeh Mahjoub*, Shiva Atashsokhan, Mohammad Khalilzadeh, Akbar Aghajanloo,
Shakib Zohrehvandi
Shakib Zohrehvandi
Department of Industrial Engineering, Science and Research Branch, Islamic Azad University, Tehran, Iran
Department of Industrial Engineering, Science and Research Branch, Islamic Azad University, Tehran, Iran

Abstract
Abstract
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© 2018 The Authors. Published by Elsevier Ltd.
©
© 2018 The Authors. Published by by Elsevier Ltd.
2018
This The
is an openAuthors.
accessPublished
article under Elsevier Ltd.
the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/)
This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/)
This is an open
Selection and access articleunder
peer-review underresponsibility
the CC BY-NC-ND of the license (https://creativecommons.org/licenses/by-nc-nd/4.0/
scientific committee of of the
the CENTERIS
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Conference on
Selection and peer-review under responsibility of the scientific committee on
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andInformation
peer-review Systems
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under / responsibility
ProjMAN - International
of the scientific
- International Conference
committee
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of theProject MANagement
CENTERIS
MANagement / HCist Conference
- International
/ HCist - International
- International Conference on
Conference
ENTERprise on Health and
Information Social
SystemsCare/ Information
ProjMAN - Systems and
International
on Health and Social Care Information Systems and Technologies. Technologies.
Conference on Project MANagement / HCist - International
Conference on Health and Social Care Information Systems and Technologies.
Keywords: Project Success; Strategic Talent Management; Organizational commitment; satisfaction, motivation; project-based organizations
Keywords: Project Success; Strategic Talent Management; Organizational commitment; satisfaction, motivation; project-based organizations

* Corresponding author. Tel.: +98-912-8414125.

* E-mail address:author.
Corresponding mahd.mahjoub@gmail.com
Tel.: +98-912-8414125.
E-mail address: mahd.mahjoub@gmail.com
1877-0509 © 2018 The Authors. Published by Elsevier Ltd.
This is an open
1877-0509 access
© 2018 Thearticle under
Authors. the CC BY-NC-ND
Published license (https://creativecommons.org/licenses/by-nc-nd/4.0/)
by Elsevier Ltd.
Selection
This is an and
openpeer-review under
access article responsibility
under of the scientific
the CC BY-NC-ND licensecommittee of the CENTERIS - International Conference on ENTERprise
(https://creativecommons.org/licenses/by-nc-nd/4.0/)
Information
Selection andSystems / ProjMAN
peer-review - InternationalofConference
under responsibility on committee
the scientific Project MANagement / HCist -- International
of the CENTERIS International Conference
Conference on
on ENTERprise
Health and Social
Care Information
Information Systems
Systems and Technologies.
/ ProjMAN - International Conference on Project MANagement / HCist - International Conference on Health and Social
Care Information Systems and Technologies.
1877-0509 © 2018 The Authors. Published by Elsevier Ltd.
This is an open access article under the CC BY-NC-ND license (https://creativecommons.org/licenses/by-nc-nd/4.0/)
Selection and peer-review under responsibility of the scientific committee of the CENTERIS - International Conference on ENTERprise
Information Systems / ProjMAN - International Conference on Project MANagement / HCist - International Conference on Health and
Social Care Information Systems and Technologies.
10.1016/j.procs.2018.10.100
 Mahdiyeh Mahjoub et al. / Procedia Computer Science 138 (2018) 764–774 765
2 Mahdiyeh Mahjoub et al. / Procedia Computer Science 00 (2018) 000–000

1. Introduction

In today's world, the use of traditional approaches is not enough for achieving a competitive advantage. Project-
based companies are increasingly focusing on their human capacity to preserve and achieve the competitive
advantage. Many believe that talent management is a vital competitive tool for organizations around the world now.
Strategic Talent Management is a critical tool to prepare the staff for intra-organizational appointments in order to
achieve a sustainable competitive advantage. [1]. Project-based organizations are formed by the projects. The entire
of the organization is forced on the projects, and the success of these projects are linked to the success of these
organizations [2].The nature of project-based organizations, their processes and activities, the specific conditions, the
dynamic & challenging environment of projects, the indeterminate needs, the workloads, and the specific career
paths of employees, require the development of new models for the proper management of human resources in such
organizations. The role of strategic talent management in attracting and employing the professional personnel is
critical, as they can be very effective in the success of the projects. The role of strategic talent management in
Iranian project-based organizations has not been examined so far. Most of the studies focused on determination of
the project success indicators and the identification of the talents in different organizations and companies.
In this paper, the relationship between strategic talent management and project success is investigated by
considering the organizational commitment, job satisfaction and motivation as mediators in an Iranian project-based
organization.

2. Literature review

2.1. The success of the project

From the late 1960s, the researchers have been working on determining what contributes to the success of the
project [3]. In the 1980s, scientists often considered the common indicators to evaluate the outcome of projects, such
as time, costs, and quality [4]. The project is considered to be successful at a predictable cost, carried out due to the
initial scheduling and in the same as design [5]. In the decade, the main focus on technical aspects turned to how the
project was linked to the employer[6]. In the twenty-first century, other indicators related to the context and, most
importantly, the project /products success, the portfolio of projects and programs were embraced [7]. In addition, the
importance of the employer contribution and the project sponsor has been noticed [6]. According to the guide of
PMBOK, the project's success indicators include the iron triangle (time, cost, quality) and the satisfaction of the key
stakeholders of the project [8]. Many researchers have developed the indicators of project success in various aspects
such as organizational goals, stakeholder satisfaction, customer benefits, and future potential for the organization
[9]. Since 30 years ago, several studies have been conducted to find out the best practices for understanding the
project management based on knowledge, methods, and processes. While this discipline still emphasizes the
organization of businesses, it still accompany with some challenges. One of these challenges is managing people in
projects, and this can affect the success of the project[10].

2.2. Strategic talent management

The concept of talent management as "war for talent" was presented by a team of Mackenzie advisers in 1997.
Since, talent management is critical to organizational strategic success, this has become a priority for organizations.
At the beginning of the twentieth century, companies realized that in competition area in international markets and
globally, they have to focus on individual talent and strategic talent management, therefore identifying, attracting,
developing and retaining the talented individuals is essential for the firm's sustainable growth in competitive and
unsustainable markets [11]. Talent Management is a strategic management that addresses the systematic
identification of key positions, which are considered as a sustainable and competitive advantage of the organization.
The development of the organizational talent for filling key positions is one of the main responsibilities of this kind
of management. Talent management system can enhance organizational performance by influencing work
motivation, organizational commitment, and employee's over-representation behaviors [13].
766 Mahdiyeh Mahjoub et al. / Procedia Computer Science 138 (2018) 764–774
Mahdiyeh Mahjoub et al. / Procedia Computer Science 00 (2018) 000–000 3

Strategic talent management is to managing the key positions, that is, the supply of the needed talent for different
businesses. The nature of strategic talent management is to assess the strengths and weaknesses of a company and
then focus on weaknesses. In fact, strategic talent management follow up how to organize, develop, maintain, and
manage talent, how to respond on the need for the organization, through outsourcing and the developing internal
talent [14]. Talent Management has five main elements: talent definition, career orientation, talent development
programs content, talent management approach, and talent selection process [16]. There are different tests for talent
management, and their application varies according to employees and investment successes, etc. In a study by
Shanbhag et al., a model based on the BCG matrix for talent management has been used. This model was used in
marketing management and it was determined that people in an organization are very important and will play an
effective role in job success [17]. Based on research findings on barriers and Challenges of talent in Iran's
automotive industry, barriers and challenges in talent management are categorized into four categories: structural,
environmental, behavioral, and management. In addition, the framework for talent management success factors is
divided into three main components: structural, environmental and ultimately management success factors [18]. The
implementation of strategic talent management requires the long term support of senior executives [19]

2.3. Relationship between strategic talent management and project success in project-based companies

In project-based organizations, attention to projects and human resource development is one of the key issues to
ensure that individual and organizational capabilities are achieved to meet the organizational goals. Thus, issues
such as what the projects have important aspects of development, how it should be implemented to ensure the
individual performance and development, and what conditions and how to recruit staff to achieve the success in the
project, all issues can be considered by managers [20].In project-based companies, the alignment of human resource
management and project needs has been hampered. Even companies that have relatively reached organizational
maturity also face a shortage of manpower [21] In project-based organizations, there is a requirement to utilize the
talent and ability of the project's workforce. The most important factor affecting the project's success and
subsequently the organization is to attract and apply good managers for projects [2]. Project managers play a vital
role in project-based relationship management. Effective communication management improves project
performance and ultimately the success of projects [23]. Many indicators are dependent on the skills and attributes
of project managers and project team members, and are highlighted for the successful completion of the project.
Pinto and Slevin showed that the commitment and competency of the project manager and project team are the most
important factors affecting the success of the project, which not only affect the performance of the project, but also
the satisfaction and acceptance of the employer [24].

2.4. Organizational Commitment

Organizations are increasingly dependent on a committed workforce to achieve the competitive advantage and
understanding the nature, development, and implications of employee commitment [25]. Historical surveys show
that individuals with spirituality and religious beliefs have a higher organizational commitment, motivation and
inner self-esteem than others [26]. While there is not consensus between the authors about the concept and nature of
organizational commitment, most thinkers have consensus about economic dimensions of commitment that is, a
person is committed to an organization due to the costs of not doing so or because they have no other alternatives.
This topic is referred to "ongoing commitment" or "alien commitment" [27]. Individual personality and motivation
contribute to the success of projects through the creation of individual organizational commitment and professional
commitment [10].The level of commitment and loyalty to the top management of the organization can provide
valuable insight into the anticipation of achieving the goals of strategic talent management in an organization [28].

2.5. Job Satisfaction and Motivation

Findings on data collected out of 373 project managers in the Australian defense industry shown that there is a
positive relationship between job satisfaction of project managers and project success, and senior management
should be aware of job satisfaction and trust of staff [30]. The motivation of individuals to create communication in
 Mahdiyeh Mahjoub et al. / Procedia Computer Science 138 (2018) 764–774 767
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multi-project environments is very important. Project management needs to have a better understanding of the
project process and be diligent to maintain its personnel. The use of various motivational concepts will help the
project manager to better manage a multi-project environment [31]. HRM in projects will influence in project
success so that ignoring some issues such as "project team members' satisfaction" and "increasing organizational
capability" may lead to failures in project success [32-33]. The study's research suggests that attention to the concept
of strategic talent management in previous researches, especially those carried out in the Iranian society, has been
very small. In addition, the use of strategic talent management as a suitable method has been neglected for achieving
project success. Therefore, the effort of this research is to compensate for this research gap in project-oriented
Iranian companies.

3. The hypotheses of the model

The conceptual model of this research is presented in Fig. 1. In this model, various factors affecting project
success such as product success, focusing on project objectives (including sub-criteria of product use, customer
satisfaction and customer benefits), process success, focusing on the success of project management (including the
sub criteria of time, cost, and quality) and organizational success, focusing on organizational goals (including the
sub criteria of business profits and strategic benefits) have been considered. A model for selecting risk response
strategies in a construction projects has been developed. This model was presented based on project iron triangle;
time, cost and quality [39]. In the initial model, talent acquisition and retention were considered as an effective
talent management. In this model, the first stage is identifying key positions, then the organization should consider
the development of internal human resources and the outsourcing to enrich the talent pool [13]. Since employees are
an important factor in the success of the project and the major failures of projects are caused by human-related
reasons [34].

Fig. 1. The overall scheme of the proposed model

The main hypotheses of the project are as follows:

H1: It seems that there is a positive and meaningful relationship between successful strategic talent management
and project success in a project-driven organization.
According to research by [13] the organizational commitment is a strong bridge between talent management and
organizational performance. On the other hand, research has shown that satisfaction and job motivation will increase
the willingness of employees to stay in the organization through job commitment [30]. Further research has shown
that the performance of the project manager, especially in complex projects, is influenced by job satisfaction [35].
H2: There is a positive and significant relationship between strategic talent management, intervention and
mediation, as well as the organizational commitment with the success of a project in a project-driven organization
H3: There is a positive and meaningful relationship between strategic talent management and intermediation as
well as mediation of job satisfaction with the success of a project in a project-oriented organization.
H4: There is a positive and significant relationship between strategic talent management and commitment in a
project-based organization.
768 Mahdiyeh Mahjoub et al. / Procedia Computer Science 138 (2018) 764–774
Mahdiyeh Mahjoub et al. / Procedia Computer Science 00 (2018) 000–000 5

4. The research methodology

The research method was descriptive correlation. The statistical population of this study consists of senior teams
of project management, design and implementation in a total of 400 employees of a private project-oriented
company who had experience in oil and gas projects. Morgan table was used to determine the sample size as 200
employees. The state-owned research company "sazeh Consulting Engineer Company" is a project-oriented
structure that is responsible for all infrastructure development in the downstream sector of the oil industry, including
projects such as design and construction of oil depots and oil product sales locations. This company has employed
about 1,200 personnel that more than 40 of them are PMP. Comprehensive talent management is performing in this
organization through the implementation of guidelines and procedures during 8 years. A special procedure for
scheduling and executing a series of closing processes in a power plant project has been presented [38]. In this
research, a questionnaire is used as data gathering tool consisting of 5 sections and 11 factors including general
information and 40 questions in the form of a five-point Likert scale (from 1 = completely disagree to 5 = totally
agree).

5. The research findings

In this section, for analysing the data, the SEM method based on variance is used to examine the hypotheses.
SMART PLS 2 software is used for comprehensive analysis of the model. First, the non-quantitative data should be
transformed into quantitative data. Then, this data should be analysed by using statistical methods. In this section,
along with inferential statistics, descriptive statistics of the data obtained from the questionnaire are presented and
then analysis of the data based on inferential statistics and descriptive statistics using appropriate statistical
techniques are done to test the hypotheses.

5.1. Descriptive statistics

The first part of the questionnaire is related to the profile of the respondents, including gender, age, education and
work experience (years of service), etc. The respondent members of the project managers and members of the
project team are in the state private sector project organizations who, after their introduction, they answered the
questions. The statistical sample is shown in Table 1.

Table 1. Descriptive statistics of the research

Descriptive statistics Frequency %

Gender Female 54 27%
Male 146 73%
Experience years Less than11 years 50 25%
11-15 80 40%
16-20 53 27%
21-25 7 4%
26-30 7 4%
position Manager of project 41 21%
Member of project 159 80%

5.2.Testing the research hypotheses

In this section, the above hypotheses are first examined and tested, and finally analysed and studied the main
problem of the research. Given the fact that each question has a questionnaire, the average score for the questions
has been used to answer the hypotheses. To test the conceptual model as well as the research hypotheses, structural
equation modelling has been used based on the least squares method. Smart PLS software was used for this purpose.
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6 Mahdiyeh Mahjoub et al. / Procedia Computer Science 00 (2018) 000–000

The results of the structural equation model are presented in the form of a path diagram. The software program
publishes a series of statistics, such as standard error, T-Value, etc., about the model's suitability with data. If the
model is to be tested, but not appropriately suited to the data, the correction indices, which are a valid means for
evaluating the changes of the model can be used, so that the model is proportional to the data.
Fig. 2 shows a conceptual model in the project-based structure of the state-owned enterprise, the conceptual model
in the project-based structure of the private company in the Smart PLS software, and the relationship between the
factors identified in the research. The conceptual model represents the relationships between variables that have not
been tested correctly or incorrectly with experimental data . According to Hires et al., 2016, the PLS method can be
used with any kind of data distribution. In this method, as in the PLS reference site, there is no need to use the
normal test.
Significance of path coefficients Individual path coefficients of the PLS structural model are interpreted as
standardized beta regression coefficients (OLS). Structural paths with a sign conforming to the hypothesized
preceding sign, empirically validates some of the hypothesized relationships between hidden variables. The paths
with algebra signifies are not supposed to support the researcher's assumptions. In order to determine the distance
between path coefficients and statistical inference, re-sampling methods such as Boot Strap or Jack Nayef should be
used [36] the bootstrap method based on raw data for each path coefficient between each of the hidden variables in
the model is a value of T, which indicates the analysis of these values as following : at the 90% confidence level,
95% and 99%, this value is compared with the minimum T-1.64, 1.96, and 2.58, respectively. That is, if the
observed T value is greater than 1.96, then, it is shown the relationship between the model and the result with more
than 0.95 percent confidence. In Fig. 2, the obvious and hidden variables, as well as the path coefficients and factor
loads, are shown, respectively. The numbers between the hidden variables of the model (the variables shown with
the ellipse) and the obvious variables (variables in the form of a rectangle, which are the sub variables of hidden
variables), represent the factor loads. Relationships defined between hidden variables are the same research
hypotheses, and the numbers on these relationships are path coefficients.

Fig. 2. Structural Equation Model of research along with Factor Loading Coefficient in SPLS Software

5.2.1.Factor Analysis
In doing the factor analysis, at first, one must ensure that is it possible to use existing data for analysis or not? So,
we first look at the suitability of the data for factor analysis. There are several ways to do this, including calculating
the KMO value, which varies between 0 and 1. If the KMO value is less than 0.50, then the data is not suitable for
factor analysis, and if the value is between 0.50 and 0.69, then it is possible to deal with the factor analysis more
cautiously, but if its value is greater than 0.7, correlations between the data will be appropriate for factor analysis.
On the other hand, Bartlett's test is used to ensure that the correctness of data which of the matrix of correlations
as the basis of the analysis is not zero in society. In other words, the Bartlett test can be ensured that the sampling is
sufficient. The results of Table 2 show that the correlations between data are suitable for factor analysis and
sampling adequacy, so a factor analysis can be done Given the KMO number (greater than 0.7) and the significant
770 Mahdiyeh Mahjoub et al. / Procedia Computer Science 138 (2018) 764–774
Mahdiyeh Mahjoub et al. / Procedia Computer Science 00 (2018) 000–000 7

number of Bartlett's test (0.05 sig <), it can be said that the data is suitable for performing factor analysis and has the
required conditions.

Table 2. The KMO test and Bartlett test related to organizations

Kaiser-Meyer-Olkin Measure of Sampling adequacy. .669

Bartlett's Test of Sphericity Approx. Chi-square 3.060E3
Df 780
Sig. .000

5.2.2..Fitness of the model

To study the fitness of the model, we use the fitness of the measurement model, the fitness of structural model
and the general fitness of the model.

5.2.3.Reliability
In order to investigate the reliability of the research model, we examine the factor loads, Cronbach's alpha
coefficients and combined reliability.The value of the criterion for the coefficients of factor loads is 0.4. In the
above figures, which is related to the model of research in factor load state, all numbers of factor loads coefficients
of questions are greater than 0.4, which indicates that this criterion is suitable [37]

5.2.4.Cronbach Alpha and Combined reliability

According to the data analysis algorithm in PLS, after calculating the factor loads, it is time to calculate and
report the Cronbach's alpha coefficients and the combined reliability, the results of which are given in Table 3.
Considering that the appropriate value for Cronbach's alpha and the composite reliability is 0.84 and according to
the results of the above table, these criteria have adopted a suitable value for the variables, it is possible to confirm
the appropriateness of the research reliability.

5.2.5.Convergent Validity
The second criterion for assessment the fitness of measuring models is convergent validity, which examines the
correlation between the structure and the questions (indexes). The results are presented in Table 3 considering that
the appropriate value for AVE is 0.5 and according to the results of Table 3, this criterion has been applied to hidden
variables in the organization, thus the appropriateness of convergent validity is confirmed.

5.3.Fitness of the structural model

5.3.1.Significance coefficients Z (t-values)

In cases where the meaningful number is above 1.96, it confirms the hypothesis. (Fig. 3)
5.3.2.Determination factor (R Squares or R2)
The second criterion for examining the fitness of a structural model in a research is the R2 coefficients associated
with the hidden (dependent) variables of the model. R2 is a measure that shows the effect of an exogenous variable
on an intrinsic variable. And three values of 0.19, 0.33 and 0.67 are considered as the criterion value for weak,
moderate and strong R2 values respectively. According to Table 3, the value of R2 for the intrinsic structures of the
research has been calculated which, according to the criterion value, confirms the appropriateness of fitness the
structural model.

5.3.3.Q criterion (Stone-Geisser Criterion)

This criterion specifies the predictive power of the model, and if the Q2 value for an intrinsic structure has three
values of 0.02, 0.15 and 0.35, then it indicates the weak, moderate and strong predictive power of the structure
related to extraneous structures. The result of Q2 criterion for project success is equal to 0.177590 and confirm the
fitness of the structural model.
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8 Mahdiyeh Mahjoub et al. / Procedia Computer Science 00 (2018) 000–000

5.4.Fitness of the general model

5.4.1.Goodness-of-fit(GOF)
To validate the general model, the GOF index is used, with three values of 0.01, 0.25 and 0.36 as weak, moderate
and strong values for GOF. According to the obtained amount for the GOF of 0.591, the appropriateness of the
overall model fitness is confirmed.

5.5.Research hypotheses

According to the Table 4, the path coefficient of the relationship between strategic talent management with the
success of the project is 0.438. The T-statistic for this coefficient is also 5.346 and its value is above the meaningful
threshold of 1.96. Therefore, H1, "Strategic Talent Management with the success of the project in a project-driven
organization," is confirmed. According to Table 4, the path coefficient between the strategic talent management and
the mediation of organizational commitment with the success of the project is 0.061* 0.206. The T-statistic for this
coefficient is also 2.730-0.835, and given that the value of one of the paths is below the meaningful threshold
(0.835), 1.96. Therefore, H2, the relationship between "strategic management of talent with the mediation of
organizational commitment and the success of the project" is rejected.

Fig. 3. Significance Z coefficients in SPLS Software related to private organization

Table 3. The results of combined reliability, Alpha Croanbach, R2 & convergent validity criteria of organization's hidden variables

Abbreviation of Conmined validity Alpha R2 Average Hidden variables

variable Croanbach extraction
variance
Alpha > 0.7 AVE> 0.5
ELM 0.884697 0.804325 0.865 0.718991 Developing internal talents
JM 0.788803 0.640432 0.66 0.485762 Job motivation
JS 0.863929 0.760559 0.81 0.681112 Job satisfaction
OC 0.861586 0.805571 0.649 0.511509 Organizational commitment
772 Mahdiyeh Mahjoub et al. / Procedia Computer Science 138 (2018) 764–774
Mahdiyeh Mahjoub et al. / Procedia Computer Science 00 (2018) 000–000 9

OIM 0.841232 0.623463 0.569 0.72604 Developing outsourcing

ORS 0.849797 0.763359 0.81 0.587396 Product success
OS 0.841878 0.718979 0.662 0.642349 Organizational commitment
PP 0.831238 0.711301 0.285 0.622086 Determining the key positions
PROCS 0.88016 0.795873 0.704 0.710263 Process succress
PRODS 0.916373 0.81819 0.609 0.845671 Organizational success
PRS 0.896064 0.868951 0.362 0.590848 Project success
SM 0.875313 0.839541 0.215 0.519619 Satisfaction/motivation
STM 0.805138 0.713526 0.408 0.598552 Strategic talent management
TP 0.852218 0.781957 0.415 0.538215 Talent pool

Table 4. The results of direct relationship and significant coefficients of model hypothesis

Result Significant Path Coefficient Abbreviation Model Hypothesis

of variable
Approved 5.346 0.438 STM- PRS Strategic Talent Management- Project Success
Reject 0.835-2.73 0.061*0.206 STM-OC- Strategic Talent Management- Organizational Commitment
PRS as mediator-Project Success
Approved 2.522-4.541 0.312*0.464 STM-SM- Strategic Talent Management- Satisfaction/ Motivation as
PRS mediator-Project Success
Approved 2.730 0.292 STM- OC Strategic Talent Management- Organizational Commitment

According to the table, the coefficient of the relationship between strategic talent management and intervention
and mediation of job satisfaction with the success of the project is 0.4124 * 0.312. T for this coefficient is also
4,541-2,522, and the value of both paths is higher than the meaningful threshold of 1.96. Therefore, H3 confirmed
the relationship between "strategic management of talent with the mediation of job satisfaction and the success of
the project in a project-driven organization." According to the table, the coefficient of the relationship between
strategic management of talent and organizational commitment is 0.292. The T-statistic for this coefficient is also
2.730 and its value is above the meaningful threshold of 1.96. Therefore, H4, "the relationship between strategic
management of talent and organizational commitment in a project-driven organization" is confirmed. According to
the table, the coefficient of the relationship between strategic management of talent and organizational commitment
is 0.292. The T-statistic for this coefficient is also 2.730 and its value is above the meaningful threshold of 1.96.
Therefore, the hypothesis H4 of this study is confirmed "The relationship between strategic management of talent
and organizational commitment in a project-driven private organization".

6. Discussion and conclusion

In project-based organizations, the entire organization is focused on projects and the successful completion of
projects, while it should be considered that not only it's necessary to address organizational aspect of projects, but
also it is essential to address the individual aspects of the problem. The temporary nature of these organizations and
the specific and challenging requirements of the projects signify the proper management of human resources. In this
study, the role of strategic management of talent on the status of projects was analysed based on individual aspects,
satisfaction, motivation and organizational commitment in a project-based organization by using SMART PLS
software. The results showed there was a significant relationship between the strategic talent management and the
project success in project-based organizations.
What is important is the positive role of satisfaction and job motivation on project success of the project-based
organizations.
There was also a positive and meaningful relationship between strategic talent management and organizational
commitment in both organizations, which indicates that the existence of strategic talent management in a project-
based organization would improve its organizational commitment. The main point is the pioneer role of the private
sector in the field of strategic talent management. Investigating the impact of strategic talent management on the
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10 Mahdiyeh Mahjoub et al. / Procedia Computer Science 00 (2018) 000–000

success of projects in several project-based organizations in different industries should be investigated as future
research. Also, examining the impact of project managers’ support for strategic talent management on project
success in several project-driven organizations may be an attractive research subject. Moreover, the multi-objective
decision making methods may be applied to identify and prioritize the factors affecting project success.

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