Governing the Portfolio Management Process for Product Innovation—A Quantitative Analysis on the Relationship Between Portfolio Management Governance, Portfolio Innovativeness, and Firm Performance

Urhahn, Christian; Spieth, Patrick

doi:10.1109/tem.2014.2327254

Cited by 31 publications

(37 citation statements)

References 110 publications

(197 reference statements)

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“…These findings point to an important link between project and portfolio levels, and encourage further cross-level studies. Structured forms of organizing IPM, such as portfolio governance in general (Urhahn & Spieth, 2014) and Project Portfolio Management Offices (Unger, Gemünden & Aubry, 2012a) in particular, increase project portfolio management quality and in turn portfolio success. Urhahn and Spieth (2014) regard such portfolio governance as a dynamic capability.…”

Section: Voss (2012) Conceptualmentioning

confidence: 99%

“…Structured forms of organizing IPM, such as portfolio governance in general (Urhahn & Spieth, 2014) and Project Portfolio Management Offices (Unger, Gemünden & Aubry, 2012a) in particular, increase project portfolio management quality and in turn portfolio success. Urhahn and Spieth (2014) regard such portfolio governance as a dynamic capability. More generally, the competence of successfully organizing the management of projects in a portfolio under changing circumstances has lately been framed as a dynamic capability by a number of researchers who use different theoretical argumentations (cf.…”

Section: Voss (2012) Conceptualmentioning

confidence: 99%

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Innovation Portfolio Management: A Synthesis and Research Agenda

Meifort¹

2015

Creat Innov Manage

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Innovation portfolio management (IPM) addresses the resource allocation across a firm's portfolio of new product development projects consistent with corporate strategy. The paper provides a comprehensive review of IPM research and offers new conceptual arguments by systematizing prior findings in the following four categories: optimization perspective, strategic perspective, decision-making perspective and organizational perspective. These different approaches to IPM have been largely disconnected so far, but they can complement one another to provide new theoretical insights into a critical topic in innovation research. The different approaches are therefore integrated into an overarching perspective and a detailed research agenda is proposed.

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Section: Voss (2012) Conceptualmentioning

confidence: 99%

Section: Voss (2012) Conceptualmentioning

confidence: 99%

Innovation Portfolio Management: A Synthesis and Research Agenda

Meifort¹

2015

Creat Innov Manage

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“…As noted by [51], a firm should develop both its core competences, as well as its dynamic capabilities, as both are needed to foster the development of new technologies, to assess new customer needs, and to ensure that new products fulfil them. Thus, core competences and dynamic capabilities, to some extent, support the development of new technologies and markets [52].…”

Section: Capabilitiesmentioning

confidence: 99%

Strategic Alignment of an R&D Portfolio by Crafting the Set of Buckets

Santiago

Soares

2020

IEEE Trans. Eng. Manage.

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The strategic buckets method is often posited as an approach to ensure the strategic alignment of an R&D portfolio with firm's strategy. Despite its popularity, crafting the right set of buckets to allocate resources is not a straightforward task. We consider the question of how to establish a set of buckets that aligns the R&D portfolio with the business strategy. We carried out a case based research, and investigate seven companies in order to propose a framework to assist decision makers in designing this set of buckets. Our framework is composed of four strategic constructs, namely technology, market, capabilities, and organizational processes. In addition to these four constructs, we suggest that the external environment also be taken into account. We discuss the key benefits and offer theoretical insights concerning the strategic constructs, which can be combined and divided, resulting in a set of buckets that better suits a company's strategy. In addition, we acknowledge the idiosyncratic nature of firms and, as opposed to prescribing a static approach for companies, we suggest the design of buckets as a dynamic process to be performed according to the four different constructs, together with a firm's interaction with the external environment. We close by discussing the implications of our approach. MANAGERIAL RELEVANCE STATEMENTIn this paper, we consider the question of how to craft a set of buckets that aligns the R&D portfolio with a business strategy. Our main contribution is to offer a comprehensive framework to support the design of the set of buckets, which can be used to assist decision makers in the process of project selection and resource allocation in an R&D portfolio. In short, the use of the strategic buckets approach is necessary when decision makers are unable to compare in a satisfactory manner different projects' initiatives. Through the investigation of seven case studies, we were able to scrutinize how exemplar companies design the set of buckets. In addition, we thoroughly examine how the buckets design are associated with the three portfolio goals, namely value maximization, balance, and strong link with firm's strategy. Because a firm's strategy might have multiple goals, we suggest the use of buckets and sub-buckets as Santiago & Soares: Strategic Alignment of an R&D Portfolio by Crafting the Set of Buckets 2 © IEEE building blocks to deal with non-comparable initiatives. Furthermore, we acknowledge the idiosyncratic nature of firms and, as opposed to prescribing a static approach for companies, we suggest the design of buckets as a dynamic process to be performed accordingly.

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“…The literature highlights that PPM is primarily a strategic decision-making process which involves identifying, minimizing and diversifying risk, identifying and responding to changes, and understanding, accepting and making trade-offs (see for example (Kester et al, 2011, Urhahn andSpieth, 2014)). …”

Section: Literature Review Ppm Decision Making and Project Interdepenmentioning

confidence: 99%

Managing portfolio interdependencies

Killen

2017

IJMPB

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STRUCTURED ABSTRACT PurposeThis study aims to improve decision quality, and therefore project and portfolio success, by testing the influence of different visual representations of interdependency data in a simulated decision experiment. A network mapping approach to visualize project interdependencies is introduced and compared with matrix and tabular displays. Design/methodology/approachA simulated decision task in a controlled classroom setting tested five hypotheses though a sample of 480 experiments. FindingsThe type of data representation used is associated with differing levels of decision quality, and the use of network mapping displays is aligned with the best results. Research limitations/implicationsThe findings are limited as this experiment-based study presented a simplified decision scenario and involved students rather than practicing managers. The findings are best interpreted in combination with organization-based research. Practical implicationsThe findings of this study suggest that visual data displays, particularly network mapping displays, can provide benefits and improve project portfolio decision quality. Managers may draw upon this study to design ways to include visual data representations in their PPM decision processes. Page 2 Originality/valueThis study uses experimentation to complement organization-based studies to better understand the influence of different methods of visualizing data and managing interdependencies between projects. This research provides an important contribution to meet the acknowledged need for better tools to understand and manage project interdependencies.

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Governing the Portfolio Management Process for Product Innovation—A Quantitative Analysis on the Relationship Between Portfolio Management Governance, Portfolio Innovativeness, and Firm Performance

Cited by 31 publications

References 110 publications

Innovation Portfolio Management: A Synthesis and Research Agenda

Innovation Portfolio Management: A Synthesis and Research Agenda

Strategic Alignment of an R&D Portfolio by Crafting the Set of Buckets

Managing portfolio interdependencies

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