Nurturing strategic coherency

Newport, Stephanie; Dess, Gregory G.; Rasheed, Abdul M. A.

doi:10.1108/eb054340

Cited by 6 publications

(3 citation statements)

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“…One of the potential failings of maturity models is that they define consistency too broadly and deeply, expecting a consistent approach across all aspects of an organization and in all types of projects, where more adaptive approaches may be both warranted and capable of delivering greater value. There is an opportunity to evaluate fit horizontally to assess the degree to which there is fit between units, and vertically to evaluate whether fit is aligned within a unit (Newport et al, 1991), as well as amongst differing project types.…”

Section: Contingent View Of Processmentioning

confidence: 99%

If maturity is the answer, then exactly what was the question?

Mullaly¹

2014

International Journal of Managing Projects in Business

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Purpose – Maturity models have been widely adopted as a popular framework for improvement project management practices. Despite their prevalence, there is still minimal evidence that improvements in maturity correspond to improvements in performance or value. This paper aims to explore the challenges faced in applying project management maturity models and offers suggestions for their revision. Design/methodology/approach – The paper highlights the presumptions in their development and use that are inhibiting relevance of maturity models. Case studies from a major research project explore the relationship between maturity and value. Insights are generated on how project management maturity models need to change in order to become relevant. Findings – Project management maturity models presume that project management is universal, control oriented and consistent, and that maturity is a linear process. Empirical evidence demonstrates that the practice of project management varies, that different practices result in different value. The paper suggests that a contingent and contextual approach to assessment is required, which maturity models as currently defined may not be able to support. Research limitations/implications – This is a largely conceptual paper and draws on a limited number of case studies that derived maturity from a comprehensive understanding of project management practices. It is not tied to one specific model, and a model that would address the criticisms discussed here has not been conceived or developed. Practical implications – This paper will have particular relevance for organizations, who may place excess faith in the rhetoric surrounding maturity models without questioning their underlying relevance or value. It is also of importance to those who develop maturity models and suggests strategies for their significant revision. Originality/value – This paper takes an important look at whether maturity models actually deliver on their promise and argues that by both design and structure, they are unlikely to do so in their current form.

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Section: Contingent View Of Processmentioning

confidence: 99%

If maturity is the answer, then exactly what was the question?

Mullaly¹

2014

International Journal of Managing Projects in Business

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“…In addition to helping the firm to manage their resources more effectively, fit enables synergy effects throughout the firm, improved procurement, allocation and use of resources and increased earning capability. It also helps an organization to reduce operational costs, to respond to environmental changes and to take advantage of new opportunities such as internationalization (Newport et al, 1991;Hsieh and Chen, 2011;Swoboda, 2016). A useful metaphor for thinking about the importance of the fit is observing different elements of the organization as puzzles that give a complete picture and fulfill its purpose only when they properly fit together (Aleksic, 2012).…”

Section: Organizational Fit -Characteristics and Approachesmentioning

confidence: 99%

“…For example, Miles and Snow (1984) identified one of the earliest structural perspectives to evaluate the fit through the typology of strategic types; Burton and Obel (2004) formed their model of the fit in relation to requirements for an effective organizational design; Newport et al (1991) differ among hierarchical levels of fit in the organization. Similarly, Kathuria et al (2007) examine the difference between vertical and horizontal alignment.…”

Section: Organizational Fit -Characteristics and Approachesmentioning

confidence: 99%

Testing for strategy-structure fit and its importance for performance

Aleksić

Jelavić

2017

mjcmi

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Exploring the Dynamics of Value and Fit: Insights from Project Management

Mullaly¹,

Thomas

2009

Project Management Journal

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The strategic management literature has struggled with how to recognize, measure, and even understand the concept of “fit” between strategy, structure, and environment. Nevertheless, the concept of fit was fundamentally important from the beginning of the Value of Project Management project. In this article, we compare the “fit” construct defined by Miles and Snow (1984) with our concerns with value direction (Thomas & Mullaly, 2008). A comparative analysis of these two constructs provides insights into how both dimensions improve overall organizational understanding. We demonstrate that while each of these dimensions independently provides useful information, it is their intersection that provides a means of interpreting not just current realities but appropriate future actions.

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Nurturing strategic coherency

Abstract: Managers need to be sensitized to the undesirable consequences of implementing plans that contain incongruent elements.

Cited by 6 publications

References 0 publications

If maturity is the answer, then exactly what was the question?

If maturity is the answer, then exactly what was the question?

Testing for strategy-structure fit and its importance for performance

Exploring the Dynamics of Value and Fit: Insights from Project Management

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