2.

1 Introduction
In the previous chapter, a detailed background of the problem area has been presented
and shall remain the prime focus during this study. To further improve the understanding and
background of the research variables being used in the current study, a comprehensive literature
review shall be covered in this chapter followed by the theoretical reflection of the framework
and developed hypotheses. To completely support the study theoretically, this chapter covers the
individual review of literature for the four variables that are part of the study and then the
theoretical relationships between them.

2.2 Theoretical Orientation for the Study

In this study, Maslow’s Hierarchy of Needs was used as a support in this study wherein it
was proposed that the way a human thinks when accessing the basic needs in life. Moreover, “A
Guide to the Project Management Body of Knowledge” (PMBOK Guide, 2016) is also providing
fundamental building blocks for the theoretical support for the current study.

2.2.1 Maslow’s Hierarchy of Needs

Physiological, safety, love, esteem, and self-actualization needs are categorized as 5
various levels that motivate the people to act in Maslow’s Hierarchy of Needs (Maslow, 1987).
The basic needs such as food, water, and safety to extract needs such as self-achievement, and
when a lower basic need is fulfilled, the next need in the hierarchy becomes the focus of a human
as Maslow proposed in Maslow’s Hierarchy of needs (McLeod, 2007). The five categories of
needs according to Maslow are discussed below (Lester, 2013):

2.2.1.1 Physiological
The physical needs of human-like drinking water when thirsty or eating food when
hungry is the first in the hierarchy as they are the most essential needs and one is unlikely
aims to achieve the higher needs in the hierarchy if these basic ones are unmet (Maslow,
1987).
2.2.1.2 Safety
After fulfilling the physiological requirements, humans tend to achieve the need for a safe
environment. The need for safety and a safe environment is essential as humans, even
from an early childhood stage, prefer to live in a safer and familiar environment (Maslow,
1987).

2.2.1.3 Emotional Belonging

According to Maslow, the next need in the hierarchy is the need to feel loved and
accepted by the ones around them. This need does not limit romantic relationships but
involves ties to friends, family members, coworkers, etc. (Lester, 2013).

2.2.1.4 Esteem
Urge and needs to feel positive about oneself is called Esteem. According to Maslow, the
first includes self-confidence and feeling positive about yourself and the second involves
feeling respected by others as explained by Maslow. This involves the sense that one’s
accomplishments and efforts are acknowledged and respected by the other by other
people (Lester, 2013).

2.2.1.5 Self-Actualization
Self-actualization means having a feeling of fulfillment in life, i.e. one feels that they are
living up to their potential. Self-actualization is different for everyone, but the basic
requirement is to feel that they are doing what they are meant to do (Maslow, 1987).

2.2.2 Resource-Based View Theory

Resource-Based View (RBV) theory is used to explain the theoretical framework of this
study. The history of the origins of philosophy and its traces can be traced back to the 19 th
century philosophic work of David Ricardo of the 19 th Century (William E.Gillis et al., 2014).
However, (G. & Habbershon, 1999) while conducting a comparative study, stated that RBV first
appeared in the work of Bernard (1938); and, others have the opinion that theory stated that the
contributions by (Selznich, 1957). G. Habbershon (1999). This theory emphasizing on the unique
resources, processes, or tools that are mowed by the firm or a market sector that can enable it to
generate a competitive advantage for itself and making the organization to reach a high level of
performance and sustainability in the industry (Bromiley & Rau, 2016; Hitt, Carnes, & Xu,
2016; Wernerfelt, 1984). In short, it can be stated that the RBV theory focuses on the generation
and sustenance of the competitive resources of a firm that can impact its financial and economic
growth. Both the tangible and intangible capabilities of a firm are accounted in this theory.

Barney (1991), addressed the resources with characteristics such as (a) important, (b)
uncommon, (c) difficult to replicate, and (d) difficult to substitute, other researchers proposed
culture and the cultural environment, as well as family and business processes, as key strategic
opportunities for competitive advantage (Adiguna, 2015). However, while identifying the gap of
implementation of RBV in Operations Management, has stated that RBV creates advantage, and
possess four characteristics, namely valuable, rare, imperfectly imitable (resources that should
not be easily imitated), and non-substitutable (resources that should not be easily replaced by
other substitutes) in Operational Management (Adiguna, 2015;Hardeep Chahal, 2020).

PMBOK (2016), Projects are defined as the unique result, good or service , Gardiner (2014)
while exploring the continuing application of the RBV to project management contexts, has
supported the applicability with conceptual and empirical findings from the literature and
successfully establish that resources are viewed as a source of competitive advantage while
contributing to the success in the four dimensions (1) valuable, to the project (2) rare, pointing
towards the uniqueness, (3) imperfectly imitable (resources that should not be easily imitated),
and (4) non-substitutable (resources that should not be easily replaced by other substitutes) in
project management and projectized firms. Keeping in view the recommendation for application
of RBV in the field of project management while elaborating the framework, the relationship of
the spatial distribution of airports planning and the impact of the commercial viability of
development project planning for the aviation industry is to be studied in the context of RBV
(Gardiner, 2014). As highlighted a little work has been done in the context of Pakistan, therefore,
the first attempt is made on the planning aspect in the aviation industry.
2.2.3 Project Management Body of Knowledge
PMBOK (2016) is a bible and guide published by PMI with the aim to identify the
systemization in the processes of project development to standardize the affairs of project
management (Cleland, 1995). As per PMBOK, project success is defined as completion of the
project on critical success factors i.e., completion of the project on budget and time with the
specification fulfilled. On the other hand, PMBOK states that project development is phased into
five stages, (1) Initiation (2) Planning (3) Execution (4) Monitoring, Evaluation and Control and
finally entered into (5) Project Closure phase. This research posits towards the implementation of
project feasibility aspects i.e., spatial distribution and commercial viability on project planning,
which shows the implication of the study on the initialization of project Management in the
aviation industry of Pakistan. (Mehreen Sirshar, 2019) Literature shows that project performance
and project success depend upon the comprehensiveness of the project.

2.3 Project Planning

Project planning is a vital step in the management of projects. The planning and control
processes in a project include the long term and strenuous activities like scheduling of projects,
status monitoring and reporting of projects, devising a baseline for project flow and comparing
the project status to it along with finding any deviations in the initial plans, detecting situations
that have a potential of going out of control and taking the necessary corrective steps to eradicate
such situations (Hazir, 2019). There are a tools that can be used to address these planning issues.
Work Breakdown Structure (WBS) is usually the first tool used during the process of project
planning to break a project into manageable sub-tasks and allows the formation of a robust
resource, cost, and time management plan for a project (Robinson et al., 2018). Theoretically,
WBS considers each process to be linearly dependent and linked but in actual-world projects are
mostly carried out in overlapping steps as they are required to be accelerated and completed
timely (Berthaut et al., 2014). Overlapping of the project phases allows the project team to relax
the lines of linear/sequential execution of activities and allows the parallel placement of plans to
execute dependent processes (Hajdu, 2015). Also, in deciding the placement or position of each
activity in a time flow, the managers need to decide on the amount of time that is given to
complete each stage of development in a project.
2.3.1 Methods and Techniques
The decision-making problems linked to project planning can be divided into four
categories, given below, that can be solved using various tools and methods.

2.3.1.1 Project representation

While traditionally the project representation planning techniques considered a project
representation as fixed, the modern approaches allow project managers to add any
modifications and changes that are required as the project progresses (Kosztyán et al.,
2015). There are many new techniques and technologies available that allow the
restructuring of WBS dynamically by learning through historical data and future needs
such as the neural network-based technologies and knowledge-based reasoning
approaches (Bai, 2009;Mikulakova, 2010). To overcome the need for historical data that
was linked to these approaches, Li & Lu (2017) have recently proposed a new technique
of network flow-based optimization that can be used for automated generation of WBS
and project network models and plans. These plans and WBS are needed to plan and
control projects and allow effective cost management, time management, and resource
management of projects (Li & Lu, 2017).

2.3.1.2 Project scheduling

Project scheduling is a vital step in the process of planning and is considered as a
standalone stage in project management for a long time. It is concerned with the
sequencing of project phases early in the project planning phase with a focus on resource
trade-offs and time required as well as phase dependencies. Project scheduling is often
considered as the last stage in the process of initial project planning and this step is
responsible for the generation of a baseline project schedule that lists the schedule of
activities considering the availability of required resources. In larger projects, such as the
airport construction project, it is not viable to make all-time and budget commitments
based on a single early project schedule planning step. Instead, in such complicated
projects, the literature suggests the use of aggregate scheduling that can use the rolling
wave approach to project planning, which is an iterative process that can update the
 budget and time commitments as the project rolls on from one phase to the next
(Cherkaoui, Baptiste, Pellerin, Haït, & Perrier, 2017).

2.3.1.3 Resource allocation

In large projects, like airport construction projects, usually a large level of uncertainty
exists that has led to the use of tools and techniques of resource allocation during the
project planning phase. The processes of resource allocation are mainly of two kinds;
reactive and proactive methods. In reactive methods, the resources can be allocated
during the project planning phase and the control phase can restructure the allocations to
act on any potential risks and uncertainties (Kumbhare, 2015). Contrastingly, in the
proactive method, the used strategies that incorporate the risk management phase in the
planning phase by using tools like resource buffering that can be used to encounter any
variations in the execution of the project (Tadrous, 2013). Resource allocation techniques
that add a buffer have been found to add a higher throughput Ben-Zvi. (2011).
Researchers have worked on various design models, for instance, the Resource Leveling
Model that can be used to plan for reducing the peak requirements and resource
fluctuations during the project lifecycle (Sarker, 2012).

2.3.1.4 Risk analysis

In the project planning phase, the managers tend to overcome by deceptive optimism and
end up overestimating or underestimating project benefits, costs, the time needed, etc.
(Hassan, 2019b; Urazova, 2020). Risk identification has also become a vital stage in the
process of project planning (Martens, 2017), however, there is a lack of well-developed
techniques that can be used for the process of risk response (Sarker, 2012). Building
Information Modelling (BIM) is one of the few existing tools that can be used for
accurate planning of risks in a project (Mering et al., 2017).

2.3.2 Airport Projects Planning

With the increase in demand for traveling through the air, for both cargo deliveries and
passenger travel, the aviation sector in every country has expanded. This has created scope for
building new airport projects by emphasizing the environmental sustainability that comes along
with concerns of increased development. Sustainable and accurate planning of projects can be
applied to all fields of work, including the airport sector. Chourasia. (2020) highlights three
major challenges that are faced when airport projects are tried to be made sustainable; lack of
consensus on what sustainability is, lack of restrictions on the use of natural resources, and
unavailability of thresholds in the global environment in the context of the system. Some of the
main issues that are linked to airports in terms of environmental and sustainable development are
increase in emissions, increased noise pollution, and the uncontrolled consumption of land and
energy (Mahamood & Waghmare, 2019). Therefore, the major challenge in planning airport
projects lies in finding a middle ground approach that can lead to maximizing the capacity of
airports with growth potential for the future and the minimization of the negative environmental
impacts that this development carries along with it.

2.3.3 Planning, Success, and Risks in Projects

The project managers are faced with the challenge of forecasting the possibility of
success or failure of a project at the early stages so that they can plan for the upcoming risks and
take the steps required to achieve success in the project (Khan, 2019). Project planning is linked
to the success by multiple authors in previous studies (Naeem, 2018;Tesfaye, 2017;Urbański,
2019) while some have undermined the role of project planning in the life cycle of projects
(Andersen E. S., 1996;Bart, 1993;Dvir D. &., 2004;Dvir D. R., 2003). Thus, there is a mixed set
of results for the significance of project planning on project success. However, the planning step
is not the only factor that leads to successful projects but risk management and planning is also a
key element for the success of projects and can moderate and mediate the relationship of project
success and planning (Al-Abrrow, 2019;Khan, 2019;Urbański, 2019).

2.4 Spatial Distribution in Airport Projects

Spatial distribution can be defined as geophysical distribution. The past literature shows
that the spatial distribution and planning in terms of airports has been neglected in the literature
of project planning despite the importance of the aviation sector for the growth and development
of urbanization (Freestone, 2011a). Jiao'e. (2006) have discussed that the distribution of airport
systems in a country can be linked to its urban system, and therefore, to the development of the
country. Cidell (2004) also remarked that the discussion of the economic and environmental
impacts of the airport projects and their spatial distribution has an impact on the effectiveness of
these projects as a whole.
Cities having airports can experience a mix of advantages and disadvantages in terms of
economy and environment and has been discussed in the literature (Boerkamps, 1999). The
benefits are mostly economic and include increased job opportunities and increased flow and
generation of capital Sonnenburg (2017) whereas the localities near the airports suffer from
increased pollution in terms of noise and air pollution. The transportation infrastructure is
established to increase the developmental opportunities and therefore, it is vital for achieving a
balance of economic and environmental trade-offs of the airport construction or expansion
projects to maximize the gains (Li Y. D., 2019;Mohsin, 2019). Another important aspect of the
spatial distribution of airports lies in the fact that the distribution of airports has been linked to
aviation accident mitigation and cause (Li, Liang, & C., 2018).

2.4.1 Economic Effects

As mentioned earlier, there is a well-developed link between economic development and
transport systems, however, the direction of the impact is not established on a consensus basis
(Boopen, 2006; Liu, et al., 2010; Pradhan R. P., 2013). Nevertheless, the assumption is generally
that the transport infrastructure can lead to improved development of the economy, which has led
to major investments by the local, foreign, private as well as government sectors all across the
globe (Magazzino, 2020; Mahamood & Waghmare, 2019; Pradhan R. P., 2019). However, some
studies have also shown that transport infrastructure cannot exert any benefit in terms of the
economy in developed countries (Lakshmanan, 2011).

2.4.2 Environmental Effects

The two major kinds of environmental effects from airports include noise pollution and
air pollution (McNair, 2020). For airports, noise pollution is measured in terms of the noise level
or the DNL i.e. the day-night averaged noise level. Reduction in the negative effects of noise
pollution includes using engines that produce lower noise or making operational changes
(Gagliardi et al, 2017). Moreover, other methods of reduction in the noise can be done by
soundproofing the airport structures so that noise does not exit the building (Friedt, 2019). As for
air pollution caused by airports, it is much more difficult to evaluate and study as most of the
airports are located in urban areas and are not the only source of air pollution in the surrounding
environment (Cohen, Bronzaft, Heikkinen, Goodman, & Nádas, 2007; Harrison, Masiol, &
Vardoulakis, 2015). Air pollution, however, can be reduced by minimizing the source of
production. Techniques like the reduction of aircraft usage and the use of cleaner energy sources
can be the future in air pollution control (Keen, Parry, & Strand, 2013; Lin et al., 2008).

2.5 Commercial Viability of Projects

The commercial viability of projects in the aviation sector or any other sector can be
explained in the terms of the financial and economic viability of the project (Chand & Mohaptra,
2019). The development of infrastructure projects in a commercially viable format leads to an
improved management efficiency in the projects and can help in mitigating the risks that may be
associated with the project (Ray, 2015). Moreover, commercially viable projects also attract
increased investment from the commercial sector in a country (Tassicker, Rahnamayiezekavat, &
Sutrisna, 2016). Commercial viability can be achieved in a project by ensuring that there are
adequate and sufficient revenue generation streams that can be connected to the project and that
the overall project costs in terms of initiation, maintenance, and operations can be managed from
these revenue generations (Chikoto-Schultz & Sakolvittayanon, 2020). Moreover, commercially
viable projects need to be socially inclusive, i.e. they need to be sustainable in terms of both
economy and the environment (Schulenkorf, 2019; Tassicker, 2016). Another restriction on
commercial viability is the fact that such projects have a regulatory framework that enforces a
level of quality of service and preservation of public interest.

2.5.1 Strengths and Weaknesses of Projects

Commercial viability in the projects is considering the demand of basic services by the
residents and achieves to provide them with a sustainable system overall (Schulenkorf, 2019;
Andersen T. O., 2017). However, since such projects require in-depth research, they are time-
consuming and costly than traditional structured projects. Nonetheless, the long-term benefits of
these projects outweigh the cost of development and execution (Putkiranta, 2019). Moreover,
government infrastructures play a role in managing the viability of projects in commercial and
economic aspects (Afful-Dadzie, 2017).
2.6 Top Management Support
Ahmed R et al., (2016) discussed that the support of the top management is crucial in
terms of project completion and success as in the absence of such support a project cannot
perform well (Ziemba, 2013). The support of top management can be defined as the readiness of
the employees in the top management for providing the resources, power, and authority to their
subordinates that are required for the effective completion of projects as they are responsible for
regulating and managing such resources (Young & Jordan, 2008). According to Young R et al.,
(2013), it is difficult for a project to succeed in the absence of a good or excellent level of
support by top management.

2.6.1 Top Management Support and Employees

The duties of the top management include leading, supporting, guiding, and helping out
their employees to accomplish their tasks. This can be done by ensuring that the employees get
all the necessary resources, have a proper communication channel with their supervisors,
subordinates, and clients, and work in a structural environment. These are discussed below:

2.6.1.1 The top management has the freedom to activate any resource that is needed and can
support the continuity of the project to attain the goals and the objectives of a project
(Al Shobaki, Abu Amuna, & Abu-Naser, 2016; Hermano & Martín-Cruz, 2016; Ola-
awo, Amirudin, Olaku, & Ibrahim, 2017). One of the main duties of top managers is
to manage and provide the required resources to their employees so that they can
effectively complete their projects. The provision of material, financial, and human
resources is necessary for project success and the absence of any required resource
can lead to the threat of project failure (Hastak & Baim, 2001).

2.6.1.2 Structural arrangements can be defined as the implementation and use of appropriate
project structures that can be used to achieve the processes and objectives of a project
(Ahmed et al., 2016). The top managers have to ensure that their employees have a
clear and appropriate structural system to work in so that the project is carried out
structurally to ensure that the goals are achieved, appropriate processes are used and
the overall efficiency and effectiveness of the system is achieved (Boonstra, 2012).
2.6.1.3 Communication is the process of sharing and transferring knowledge, feelings, and
emotions among two or more parties (Croucher, 2015). It is the key method of
conveying messages between stakeholders and an effective communication model is
vital for the success of an organization (Galina, 2019). To ensure that a project is
completed successfully, the top management must regularly communicate with the
members of the project team as tailored communication can be used for conveying
the project requirement effectively to the employees in addition to ensuring that they
understand the vision, strategic objectives, and the business goals that are driving a
project (Ahmed & Azmi bin Mohamad, 2016; Kuen & Zailani, 2009). Moreover, the
leadership directions and initiatives also need to be effectively communicated to the
employees as they are essential to support, motivate, and encourage the employees to
work well (Briard, 2020).

2.6.1.4 The top managers need to have a level of expertise. Expertise is having a high level of
knowledge regarding a specific topic or a specific domain (C. Li, Tseng, & Chen,
2016). The expertise of the top management leads to improved efficiency in the
project completion as the expert managers are better able to guide their subordinates
(Gillard, 2009; Sumner, 1999).

2.7 Theoretical Framework

In this study, as mentioned earlier, the model is supported by Maslow’s theory of
hierarchal needs. The need for travel can be classified as the basic need in the context of airport
projects (Hsu & Huang, 2008; Yousaf, Amin, & C Santos, 2018). However, it is not necessary
that air travel is a must when distances are large, the customer may perceive that air travel is
most convenient (Clemes, Gan, Kao, & Choong, 2008). After this, they want security and safety,
which needs to be ensured by deciding a spatial location and distribution that can reduce the
chance of accidents of the aircraft in landing or taking off and also spatial distribution ensures
minimal pollution ratio is more supported (Li M. Z., 2020). These spatial distributions will
impact the project planning of the projects so that the needs of the customer can be met.
Moreover, the commercial viability of the projects also impacts the project planning as they
access various kinds of needs in the hierarchy (Tassicker, 2016).
Similarly, the support of the top management can moderate the impact of spatial distribution and
commercial viability of the projects on project planning. This is because the support from the top
management will help in achieving the higher needs in the hierarchy for the people planning the
project i.e. if the top management supports their employees, they will feel a level of belonging
towards their workplace, high self-esteem perceived through the fulfillment of their job and
getting appreciation and support for doing so and a feeling of self-actualization as they have
achieved a good project plan completion (Ashton, 2018).

2.8 Theoretical Analysis

The hypothesis in this study predict the relationships between the operational variables
included and are explained below;

2.8.1 Relationship Between Commercial Viability and Project Planning

Commercial viability is described as the ability or tendency of a product, service, or
business to make a profit. The construction projects are often plagued by several risks and
adversities that can impede and slow the project planning and execution process. The
management and planning of the projects, therefore, are related to the utilization of the
knowledge, tools, skills, and techniques, in relevance to the activities of the project. To make the
project commercially viable, it is imperial that the project planner or manager doesn’t overlook
the core expectations of the stakeholders (Hwang, 2014;Nawaz, 2019). The evaluation of the risk
and success factors is a critical part of the project planning process. The evaluation of the risk in
the planning phase enables the project team to prepare for adversity (Loosemore et al., 2006).
Risk can be defined as any event that can negatively affect the organizational objectives and also
have an impact on the performance of the organization, decreased productivity, increased budget,
and poor quality. One the other hand, success factors include the completion of the project on or
before time, catering to the vision of the stakeholders, and overall efficiency in the tasks and
activities. Teoh. (2002) evaluated the factors incident in the planning of a project and reported
that management of the performance or the project plan, before the commencement of the task
increases the chances of the completion of the project on time and also helps the manager and
project team in evaluating the risks inherent to the task. The project team works together to
clarify the activities and identifies an actionable plan of work, planning of the tasks, and
scheduling activities and is one of the main success factors for completion and deliverance of
projects. Shaid (2015), suggested that construction projects and especially projects relating to
aviation are considerably technical, therefore planning must be commenced beforehand so that
risk can be minimized. Gardiner (2014), alluded that to increase the application of the Resource-
based view model, enhance the factors of project feasibility i.e., Commercial viability in the
planning of project which is subsequently the requirement of project performance and success.
(Abulhakim, 2019;Adeleke, 2018) contended that the viability of the project is dependent on the
outcomes of the completed project, the managers should work towards efficient planning so that
the quality of the finished product or service can be maintained and risks can be prevented
(Hassan, Adeleke, Hussain, & DM, 2019a). Therefore, in accordance with the literature the
following hypothesis is proposed:

Hypothesis 1: Commercial Viability has a direct and positive impact on Project Planning in the
Aviation Industry of Pakistan.

2.8.2 Relationship Between Spatial Distribution and Project Planning

Spatial distributions are defined as the planning or organization of some type of
concept across some regions. Planning is the most essential aspect of project management. The
resource-based view suggests that, for the critical management of the resources and tasks, it is
necessary to evaluate and use the resources at hand. According to this concept, it can be stated
that the spatial distributions are an advantage or a resource that can be used for the mitigation of
risks and to improve the planning of aviation and other projects as well (Chen, Barros, & Yu,
2017; Freestone & Baker, 2011b). Winch (2002), stated that the critical path method suggests
that there are different proponents of planning the sequence in which the tasks may be
performed. The developments of critical methods for the appeasement and completion of
projects suggest that the tasks can be executed effectively by breaking them down. However, the
space in which the task is to be executed is an equally important dimension and should be
considered while the formulation of project plans (Sonnenburg & Braun, 2017).
Gardiner. (2014) while exploring the implementation of the Resource-based view model in project
management practices have alluded that project management practices i.e. spatial distribution is
explored in view of the RBV model. As per PMBOK (2016), the requirements of the spatial
distribution is to be collected in the planning stages to develop the scope statement. (Li, Liang, &
C., 2018), states that the incorporation of special characteristics in planning for the aviation
accident analysis and fixture is necessary, to ensure safety. Most of the existing studies consider
the time characteristics of accidents or in the planning of projects also, however in order to
improve the efficiency of the planning process spatial characteristics need to be included as they
give real-time ideas regarding space and area in which the project or activity is to be completed.
The construction of aviation bases, shipbuilding, process plants, gas and oil rigs, etc. are all high-
end and high-risk projects which should include the spatial characteristics as well. The main
issue as suggested by Li, Liang et al, (2018) is that task execution in accordance with spatial
distributions is a dynamic process, not only because differing trades parade through the same
space but because they may differ spatially as well. Experienced project planners consider the
spatial distributions and characteristics as a resource and take into account the availability of the
task execution spaces so that an informed plan for the task distribution can be formulated. The
space distributions can also be used for modulating a graphic image or model of the finished
project, as the spatial distributions provide information regarding the available spaces for the
product placement, walls, boundary, site installations, etc. as well. Therefore, following the
importance of the spatial distributions in the recent planning literature it can be stated that:

Hypothesis 2: Spatial Distribution has a direct and positive impact on Project Planning in the
Aviation Industry of Pakistan.

2.8.3 Moderation of Top Management Support

The Maslow Theory of Need and Resource-based view model were utilized in the
literature to justify and to explain the importance of the theoretical framework in the planning,
completion, and successful delivery of tasks (Feng, Zhao, & G., 2014);(L. Liu, Borman, & Gao,
2014). while explaining the collective effort of the project team and the assigned tasks required
for the completion of project activities and assignments has found that top management support
has a positive impact on the completion of projects on time. Since the commercial viability of the
final product or services is depending upon the performance of each facet of the planned project
of each project (Cardinal, 2004) Similarly, the resource-based view also considers that the
support of the top management is imperial and should be treated as a resource for the completion
of tasks and activities (Michalisin, 2004). According to Kaoun (2019), the resource-based theory
contends towards the proprietorship or control of strategic resources provided by the
organizations to the teams with an opportunity to develop a competitive advantage over their
competitors. Thus, in this scenario, the RBV states that the top management support should be
considered as a resource to gain competitive advantage and guidance for the completion of the
tasks, for mitigation of risks, and to improve the commercial viability of the projects. The
support from top management is the readiness of the project leader or the upper management for
providing the desired power, resources & authority required for a project. The top management
can trigger the mandatory resources to accomplished project goals & objectives. Some
dimensions of TMS like provide resources, power, expertise, and structural arrangements are
useful manners to increase the chance of project success (Ahmed et al., 2016; Özçelik, Aybas, &
Uyargil, 2016). The role and affluence of the support maximized by the top management are
crucial for the success of the project. Without TMS, a project cannot perform well and normally
cause a delay in the schedule. There are multiple important factors in the existing literature that
can impact project success, out of which the top management support is the most critical success
factor than in others (Abu-Hussein, et al, 2016; Ziemba & Oblak, 2013). Project success is
affected significantly by the support and involvement of top management, as the support
provides the project team with confidence and also imparts important information regarding the
marketability of the product. It has been discussed through different studies that top management
support increases the morale of the project team, offers guidance which results in the formation
of successful project plans that have a significant impact on the commercial viability of the
projects. Therefore, the moderation effect of the top management support is backed by the
resource-based view model. Thus, the support and guidance is very necessary while dealing with
projects related to aviation, as they entail significant risk. Based on this, the following hypothesis
is proposed:

Hypothesis 3: Top Management Support moderates the relationship between Commercial

Viability and Project Planning in the Aviation Industry of Pakistan.
 Similarly, the support from the top management is eventful in the formulation of successful
plans. Thus, as proven by the literature that it is difficult to achieve project success without the
excellent support and guidance in the formulation of successful project plans, by the top
management. Therefore, the moderation effect of the top management support is supported by
the resource-based view model. The following hypothesis is formulated:

Hypothesis 4: Top Management Support moderates the relationship of Spatial Distribution and
Project Planning in the Aviation Industry of Pakistan.

2.9 Conceptual Framework

The conceptual model that has been used to research the current thesis has four variables,
two independent, one moderator along with one dependent variable. Based on the literature
review, the following conceptual framework has been proposed:

Moderating Variable
Top Management Support
Independent Variable

Commercial H3
Viability
H1
H4 Project
Planning
Spatial
Distribution H2 Dependent Variable

Independent Variable
 Figure 2.1 Conceptual Model

2.10 Hypotheses
Hypothesis 1: Commercial Viability has a direct and positive impact on Project Planning in the
Aviation Industry of Pakistan.

Hypothesis 2: Spatial Distribution has a direct and positive impact on Project Planning in the
Aviation Industry of Pakistan.

Hypothesis 3: Top Management Support moderates the relationship between Commercial

Viability and Project Planning in the Aviation Industry of Pakistan.

Hypothesis 4: Top Management Support moderates the relationship of Spatial Distribution and
Project Planning in the Aviation Industry of Pakistan.

2.11 Summary of the Chapter

In this chapter, a well-detailed and improved understanding of each research variable
used in the current study with a comprehensive literature review has been covered in this chapter
followed by the theoretical reflection of the framework and developed hypotheses. This chapter
provides complete support required to study theoretically for individual review of literature for
every four variables followed by the model summary and developed hypotheses. In the next
chapter, the aim is towards providing an in-depth understanding of specific techniques adopted
for the acceptance and rejection of developed research hypotheses.