Identification of Key Performance Indicators in Project-Based Public Organizations Based on the Lean Approach: An Exploratory Sequential Mixed-Methods Study

Abstract

This study aimed to identify and validate key performance indicators in project-based public organizations based on the lean approach using an exploratory sequential mixed-methods design. This applied study used an exploratory sequential qualitative–quantitative mixed-methods design. In the qualitative phase, 12 academic and executive experts in management, project management, performance evaluation, and lean management were selected through purposive and snowball sampling until theoretical saturation was reached. Data were collected through semi-structured interviews and analyzed using thematic network analysis. In the quantitative phase, the statistical population consisted of 1,400 managers and employees of project-based organizations, from whom 303 participants were selected according to the Krejcie and Morgan table using stratified random sampling. A researcher-developed questionnaire based on the qualitative findings was used for data collection. Quantitative analyses were conducted using SPSS version 22 and LISREL version 8.8 through confirmatory factor analysis, model fit indices, Cronbach’s alpha, composite reliability, AVE, MSV, and ASV. Confirmatory factor analysis showed that the factor loadings of most items were within acceptable ranges, and all retained items had t-values greater than 1.96. Two items with factor loadings of 0.30 and 0.35 were removed. Model fit indices were χ²/df=2.63, RMSEA=0.072, RMR=0.081, NFI=0.92, NNFI=0.92, CFI=0.93, IFI=0.93, GFI=0.84, and AGFI=0.81. Cronbach’s alpha coefficients ranged from 0.700 to 0.870, composite reliability from 0.700 to 0.917, and AVE from 0.517 to 0.652. In all dimensions, MSV and ASV values were lower than AVE, confirming convergent and discriminant validity. The final framework demonstrated acceptable factorial validity, reliability, and construct validity, and its eight dimensions—project completion rate, budget deviation, stakeholder satisfaction, social/economic impact, reduction in waiting time, reduction in resource waste, continuous improvement and learning, and stakeholder value creation—can provide a valid basis for lean-oriented performance evaluation in project-based public organizations.