IIARD International Institute of Academic Research and Development

IIARD INTERNATIONAL JOURNAL OF GEOGRAPHY AND ENVIRONMENTAL MANAGEMENT (IJGEM )

E-ISSN 2504-8821
P-ISSN 2695-1878
VOL. 11 NO. 2 2025
DOI: 10.56201/ijgem.vol.11.no2.2025.pg156.167

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Unpacking the Resource-Based View and Construction Project Management Performance Nexus: Evidence from Nigeria’s Niger Delta

Nkiru Edith Agbogu

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Abstract

This study investigates the relationship between resource-based capabilities and construction project management performance in Nigeria's Niger Delta region. Using a mixed-methods sequential explanatory design, the research examined how social and organizational intangibilities influence risk management and project design implementation. Data were collected from 166 respondents, comprising project managers (n=94) and community stakeholders (n=72), complemented by 24 semi-structured interviews with key informants. Multiple regression analysis revealed significant relationships between social intangibilities and risk management effectiveness (R²=0.642), with technology adaptation emerging as the strongest predictor (?=0.426, p<0.001). Logistic regression demonstrated that organizational intangibilities, particularly knowledge management systems (OR=2.84, 95% CI: 1.92-4.21), significantly influence project design implementation success. Regional variations in project management performance were observed across the studied states (?²=0.238). The findings extend Resource-Based View theory by demonstrating specific mechanisms through which valuable, rare, inimitable, and non-substitutable resources influence project outcomes in challenging environmental contexts. The study contributes to both theoretical understanding and practical application, offering evidence-based recommendations for enhancing project management performance in deltaic environments.

keywords:

Niger Delta, Organizational Capabilities, Project Management, Resource-

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