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The purpose of this study is to examine the influence of stakeholder integration and project complexity on information technology (IT) projects in Kenya. The following research question guided our inquiry: what is the influence of project complexity and stakeholder integration on the performance of IT projects in Kenya?

To advance the current understanding of the effect of stakeholder integration and project complexity on IT projects, multiple regressions were used to predict how project complexity and stakeholder integration influence project performance. Both government-funded and privately funded IT projects from a developing country were examined.

The study found that any project’s complexity and stakeholder integration levels offer a distinctive contribution to its success. Theoretically, the study contributes to linkages between stakeholder integration and project complexity concerning IT project performance. Through the adoption of actionable research and theoretical elaboration, we have shown that the successful execution of IT projects is driven by the successful integration of stakeholders and monitoring the level of complexity at each phase of the project.

The findings of this study add to the burgeoning literature on the performance of IT projects and come with several managerial implications as well. It brings to the fore the concept of stakeholder integration as an essential element of project success. The findings suggest that the inclusion of stakeholder integration into corporate decisions, strategies and policies can be an asset to the production of sustainable competitive advantages needed during the implementation of IT projects in government entities and organisations. As shown in this study, all the above require a collaborative platform allowing for data sharing among diverse stakeholders to ameliorate distrust or lack of information.

This paper investigates the moderating influence of cultural values on the relationship between governance and risk in large-scale infrastructure development projects. It integrates cultural psychology theory into interactive governance theory as a moderator of managerial perceptions of external debt as an effective rule-based risk management framework for these projects.

Mixed method integrating quantitative analysis with qualitative insights based on a survey of managerial perceptions in large-scale renewable energy, road and rail projects in Kenya and linear regression was used to test the hypothesis.

Managerial perceptions of country risk, project-specific external debt structure, carbon risk and cultural values significantly influenced their infrastructure risk perceptions. Demographic factors such as gender, years of experience, project tenure, board membership and socio-economic settings moderately influenced these risk perceptions. With 597 responses, the study expands on interactive governance theory by showing that cultural values and certain demographic attributes among managers moderate their view of external debt as an effective rule-based risk management framework for large infrastructure projects.

Cultural values must be appraised when tailoring governance incentives to bolster managerial productivity and performance in mitigating risks in collaborative infrastructure projects.

This paper supports the hypothesis that cultural values moderate the interaction between governance and risk when the historical context incentivises managers to select defensive social learning techniques such as herding to avoid reputational performance risks in collaborative infrastructure projects.