Purpose This paper aims to identify the key factors influencing the entrepreneurs’ decisions regarding the extent and form of project management (PM) implementation in start-ups. Design/methodology/approach This research adopts a qualitative approach using a multi-method framework integrating case studies with qualitative interviews conducted with key start-up stakeholders. Findings PM immaturity can arise from two different causal pathways conceptualised via an intentionality–capability framework for “Immature” PM. Intentional immaturity denotes conscious choice to limit formal processes, and immaturity due to lack of competence signifies an absence of necessary skills, tools or resources. Both pathways create similar surface features, e.g. informal routines, but differ in causal logic, antecedents and normative prescriptions. Originality/value This research highlights that PM immaturity in start-ups is not merely a lack of knowledge, but a strategic choice driven by specific contextual factors.
Kabalska et al. (Tue,) studied this question.