A dynamic capabilities perspective of IS project portfolio management

Daniel, Elizabeth; Ward, John M.; Franken, Arnoud

doi:10.1016/j.jsis.2014.03.001

Cited by 82 publications

(54 citation statements)

References 71 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…It shows that once the strategic initiatives have been decided as projects, they are expected to be delivered, with little ability to put projects on hold or to cancel them. It is fully aligned with the previous studies from Daniel et al (2014) where the idea has also been rooted from Killen (2008) and Killen & Hunt (2010) that suggest the project portfolio management capabilities shall include the capability to cancel and reconfigure in-flight projects to ensure that the projects are still aligned with the strategic goals.…”

Section: Strategic Initiatives Implementation Ppm Capabilities and supporting

confidence: 61%

Project Portfolio Management Capabilities of Strategic Initiatives and PMO Practices In Strategy Implementation: A Perspective of Dynamic Capability in Banking Industries in Indonesia

Ichsan¹,

Abbas²,

Hamsal³

et al. 2017

Proceedings of the International Conference on Business and Management Research (ICBMR-17)

View full text Add to dashboard Cite

Current business uncertainties in dynamic environment drive the banking industries to keep on in shape of competitive in the market. The organizations are forced to formulate and implement their strategic initiatives in a form of projects. Some of the project initiatives require prioritization, and we manage them by utilizing their unique resources capabilities in a form of project portfolio management (PPM) capability to deliver the outcome of it as a business performance by the organizations. Previous studies have found that moderating project management office (PMO) practices positively impact the project performances; hence, they should be affecting the final objective which is the business performance. This paper proposes a conceptual integrated research model of PPM capability, as realization of dynamic capability influences business performance perceived by the organization through an application of project management office practices in the organization Keywords: dynamic capabilities, project portfolio management (PPM), project management office (PMO), perceived business performance

show abstract

Section: Strategic Initiatives Implementation Ppm Capabilities and supporting

confidence: 61%

Project Portfolio Management Capabilities of Strategic Initiatives and PMO Practices In Strategy Implementation: A Perspective of Dynamic Capability in Banking Industries in Indonesia

Ichsan¹,

Abbas²,

Hamsal³

et al. 2017

Proceedings of the International Conference on Business and Management Research (ICBMR-17)

View full text Add to dashboard Cite

show abstract

“…Secondly, however, it also plays a role which IT management processes are established in the organization and whether the IT solution is registered in and monitored by them. Examples for such processes are strategic and tactical planning (including architecture, security, and audit) (Boynton et al, 1994), or project portfolio management (Daniel et al, 2014). In this context, awareness of Business-managed IT and the utilization of these processes influence each other.…”

Section: Discussion Of "Involvement In Organizational It Management"mentioning

confidence: 99%

Shadow IT and Business-Managed IT

Kopper

Fürstenau

Zimmermann

et al. 2018

International Journal of IT/Business Alignment and Governance

View full text Add to dashboard Cite

Research on Shadow IT is facing a conceptual dilemma in cases where previously “covert” systems developed by business entities are integrated in the organizational IT management. These systems become visible, are thus not “in the shadows” anymore, and subsequently do not fit to existing definitions of Shadow IT. Practice shows that some information systems share characteristics of Shadow IT but are created openly in alignment with the IT organization. This paper proposes the term “Business-managed IT” to describe “overt” information systems developed or managed by business entities and distinguishes it from Shadow IT by illustrating case vignettes. Accordingly, our contribution is to suggest a concept and its delineation against other concepts. In this way, IS researchers interested in IT originated from or maintained by business entities can construct theories with a wider scope of application that are at the same time more specific to practical problems. In addition, the terminology allows to value potentially innovative developments by business entities more adequately.

show abstract

“…Some scholars cite its benefits [7,8,9]; others emphasize its negative effects [10,11]. Overall, "empirical evidence of the organizational ambidexterity-performance relationship remains limited and mixed" [12, p. 393] and information systems research has called for deeper investigations of the phenomenon [13]. In particular, new insights regarding the performance implications of a joint implementation of exploration and exploitation in new product development are necessary [11,14].…”

Section: Introductionmentioning

confidence: 99%