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Project Team Rewards
Verification of the Results / Case Studies Analysis
6.  Verification of the Results / Case
Studies Analysis
The findings from the previous sections were based upon literature research. So far, any
further evidence for the findings was
missing. Fifty-two
case studies were analysed for
this thesis
(for a list of the case studies see Appendix X:
List of Reviewed Case Studies,
p. 99). The purpose was to find some initial evidence for the thesis’
findings. The case
studies analysis’ results are provided in this section.
The fifty-two
case studies were found via the sources used for this thesis
4. Research Design, p. 37) and all include some occurrences of the words team, group,
reward(s), project management, incentive(s), and/or recognition. However, only six of the
case studies have some relevance to project team rewards and even their relevance is
limited. Only one case study from Parker et al. (2000) was explicitly analysing project
team rewards. The fact that most case studies do not consider project team rewards does
not necessarily mean that the project teams were not rewarded. It may mean that the
authors just did not consider the rewards as important. This would support the earlier
finding that literature widely ignores the project characteristics’ impact on the
answers. For instance, Swink et al. (1996) mention in one of their case studies that a
project team got rewards: 
“[The project manager] went well beyond these requirements by initiating its
own regularly scheduled meetings and design reviews and by issuing team-based
incentives” (Swink et al. 1996:235)
Further information is missing. Swink et al. describe neither
what types of incentives
were provided, nor any other details, nor what the affect on the project team’s motivation
was. With this limited information, it was difficult to draw any conclusions or verifying
this thesis’ theories. However, a few case studies provided more information.
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