2012
DOI: 10.1002/pmj.21307
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Establishing Project Portfolio Management: An Exploratory Analysis of the Influence of Internal Stakeholders’ Interactions

Abstract: Project portfolio management (PPM) is viewed as a management innovation that must be further established and professionalized in many firms. Stakeholder behavior and stakeholder management are key success factors for project portfolios. Furthermore, stakeholder management must not only focus on single stakeholders but also account for stakeholders influencing one another in fairly complex interactions of multiple and potentially interdependent stakeholders. Our quantitative study of internal key stakeholders’ … Show more

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Cited by 65 publications
(53 citation statements)
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“…In future research, it could be interesting to apply an even more in‐depth longitudinal case study in order to link the concept stakeholder inclusiveness to the various project phases, for example, project front‐end versus project execution. It seems relevant also to relate the topic to project‐related decision making (see e.g., Rolstadås, Pinto, Falster, & Venkataraman, ), as well as the interactions between internal actors (see e.g., Beringer, Jonas, & Gemünden, ). Further, it could be interesting to examine the interplay between internal and external actors performing stakeholder management in a project, for example, a consultant and an internal project manager.…”
Section: Resultsmentioning
confidence: 99%
“…In future research, it could be interesting to apply an even more in‐depth longitudinal case study in order to link the concept stakeholder inclusiveness to the various project phases, for example, project front‐end versus project execution. It seems relevant also to relate the topic to project‐related decision making (see e.g., Rolstadås, Pinto, Falster, & Venkataraman, ), as well as the interactions between internal actors (see e.g., Beringer, Jonas, & Gemünden, ). Further, it could be interesting to examine the interplay between internal and external actors performing stakeholder management in a project, for example, a consultant and an internal project manager.…”
Section: Resultsmentioning
confidence: 99%
“…Following Cleland's () work, various definitions and categorizations of stakeholders—some broadly conceived and some more constricted—have been presented in the project management literature. Broad definitions (Beringer, Jonas, & Gemünden, ; Fraser & Zhu, ; Kolltveit & Gronhaug, ; Project Management Institute, ; Turner, ; Ward & Chapman, ) accentuate the fact that project stakeholders can affect or are affected by the project. In turn, definitions that adopt a narrower view highlight the nature of the interest or stake that a particular stakeholder has with regard to a project (Chinyio & Akintoye, ; Cleland, ; McElroy & Mills, ; Olander, ).…”
Section: Theoretical Backgroundmentioning
confidence: 99%
“…The intensity of connections among stakeholders can indicate complementary and competing interactions. Once identity is established, stakeholders may seek to increase or decrease their degree of commitment to the overall initiative, regardless of its’ current status (Beringer, Jonas, & Georg Gemünden, ). As groups with a coherent identity and an awareness of the overall structure of relationships, stakeholders can apply influencing strategies that impact project activities and outcomes in the form of manipulation strategies and pathway strategies.…”
Section: Impact Of Stakeholder Relationshipsmentioning
confidence: 99%