An Analysis of Innovation in Oil and Gas Projects

Rahimi, Maryam; Kenworthy, Thomas P.; Balakrishnan, Jaydeep

doi:10.1177/8756972818788773

Cited by 7 publications

(4 citation statements)

References 146 publications

(186 reference statements)

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“…The types and frequency of problems that need solving will depend on the types of projects, their complexity, duration, and pace (Biedenbach & Müller, 2012;Nachbagauer & Schirl-Boeck, 2019). For instance, the oil and gas industry's technical challenges may require a particular problem-solving frequency that may not be as evident in other settings (Olaniran et al, 2015;Rahimi et al, 2018;Stinchcombe & Heimer, 1985). Interfirm projects from other sectors should therefore be targeted for replication.…”

Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

A Dynamic Capabilities Model of Innovation in Large Interfirm Projects

Steen

Ford

Verreynne

2021

Project Management Journal

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Large-scale projects often involve hundreds or even thousands of businesses. There are opportunities for these firms to produce innovations to solve problems and improve the project’s outcomes, but the time-bounded nature of the project and technical interdependencies also constrains innovation. Using quantitative analysis of data from firms in large oil and gas projects, we show that Teece’s sensing, seizing, and reconfiguring model of dynamic capabilities theorizes innovation in this interfirm project context. We also identify connections between these microfoundations that are not captured in Teece’s linear model, where sensing activities moderate the relationship between seizing activities and innovation.

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Section: Limitations and Suggestions For Future Researchmentioning

confidence: 99%

A Dynamic Capabilities Model of Innovation in Large Interfirm Projects

Steen

Ford

Verreynne

2021

Project Management Journal

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“…The operationalization of the business ecosystem strategy and associated action patterns dealt with in this article, being one of the objectives, opens up new avenues for deductive research in the context of complex capital projects. Such research will address the call for theory-driven research for projects (Rahimi, Kenworthy, & Balakrishnan, 2018) of the ecosystem in the wider context (Söderlund et al, 2017) at the macro-level (Geraldi & Söderlund, 2018). Noble Laureate for Physics, Robert Laughlin, observed that "science has moved from an Age of Reductionism to an Age of Emergence, a time when the search for ultimate causes of things shifts from the behavior of parts to the behavior of the collective" (2005, p. 208;cited in Comello, 2012).…”

Section: Conclusion and Future Research Agendamentioning

confidence: 99%

Business Ecosystem Strategy for Capital Industry: Transcending the Classical Project Management Amidst Complexity

Khokale¹,

Baskaran²

2021

IJARBSS

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The capital projects are executed with classical project management; overlooking the interorganizational system approach of reciprocal relationships. This problem prompts a review of the business ecosystem strategy phenomenon capital projects, more so because it lacks research in this domain. The research questions are relating to classical project management concepts and limitations; business ecosystem and operating strategy actions; and strategy action patterns in capital projects. The paper shows that the ecosystems, in which the capital projects are embedded, are inter-organizational settings; invoking temporal permanence across the series of the projects. The ecosystem strategy concentrates on collaboration, innovation, and competition to create value and to sustain the systemic health and performance in a changing environment; while the project management approach remains around planning, executing, and control. Ecosystem strategy in projects broaches the holism and leverages upon the complexity of interdependence. The paper contributes to theory and practice by extending the macro view of projects and deploying the strength of interdependence. The ecosystem strategy phenomenon provides a paradigm to conduct positivist research; meeting the need for the systemic theorization of the inter-organizational aspects of capital projects, and balancing the need for advances in the development of theory and practical significance.

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“…PMs have become increasingly important figures (Papke-Shields et al, 2010), responsible for initiatives that typically feature substantial uncertainty, ambiguity and complexity (Lenfle, 2008); innovation (Rahimi et al, 2018); and change (Voropajev, 1998). Further, PM actions often impact overall business performance.…”

Section: Introductionmentioning

confidence: 99%

The information-seeking behaviors of project managers in professional virtual communities

Kenworthy

2024

IJMPB

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Purpose This research explores project manager (PM) behavior in their professional virtual communities (PVCs), using social identity theory as a theoretical foundation. The purpose is to examine the extent to which PMs seek information on key topics in the Project Management Body of Knowledge Guide (PMBoK).Design/methodology/approach A text data analytics methodology that uses quantitative and qualitative analysis techniques is followed. The research method reveals relationships in language-based data gathered from six project management forums and blogs.Findings Information related to all the PMBoK topics is sought in the project management virtual communities. People management topics account for a dominant portion of interactions. The findings enhance social identification theorizing for the PM role. From a practical standpoint, the findings shed light on focal areas for greater emphasis in PM PVCs.Originality/value Our people management finding constructively replicates existing findings via a large, global sample and strengthens calls for increased focus on people management matters in project management. As a result, we call for increased scholarly attention to people management in project management. Finally, we encourage pursuit of several research questions to enhance knowledge of PM information-seeking behavior.

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An Analysis of Innovation in Oil and Gas Projects

Cited by 7 publications

References 146 publications

A Dynamic Capabilities Model of Innovation in Large Interfirm Projects

A Dynamic Capabilities Model of Innovation in Large Interfirm Projects

Business Ecosystem Strategy for Capital Industry: Transcending the Classical Project Management Amidst Complexity

The information-seeking behaviors of project managers in professional virtual communities

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