The role of project portfolio management in fostering both deliberate and emergent strategy

Kopmann, Julian; Kock, Alexander; Killen, Catherine P.; Gemünden, Hans Georg

doi:10.1016/j.ijproman.2017.02.011

Cited by 94 publications

(99 citation statements)

References 102 publications

(161 reference statements)

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“…The particular project portfolio risks were selected and named through the course of the literature review [5][6][7]9,13,14,[16][17][18]23,30,33,[40][41][42]56,[58][59][60][61][62][63][64][65][66][67][68]. Every identified risk was defined, described, and placed into one of the component, structural, or overall risk categories.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

“…It was assumed that this latent variable resulted from the conflicts between the project and program managers within the portfolio and conflicts between portfolio and portfolio element managers [17,18,20,65]. The fifth construct (P5) assumed that improper portfolio structure resulted from an overly complicated hierarchical structure of portfolio management, a portfolio diversity range that was too wide from the point of view of the portfolio executors' applied capacity, and the mismatch between the portfolio structure and the parent organisation's strategy [30,66,67,71]. The sixth construct (P6) described irregularities in the portfolio balance that resulted from improperly defined priorities for particular portfolio elements, improper portfolio balance, and a lack of developed methodical standards within the scope of portfolio element management.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

See 1 more Smart Citation

Shedding New Light on Project Portfolio Risk Management

2017

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This paper constitutes an innovative attempt to analyse the risks and negative phenomena dependencies within a project portfolio. Based on the available literature, the risks and negative phenomena (that is, the problems with the availability of resources, interpersonal conflicts, irregularities in the portfolio balance, etc.) specific to a project portfolio were identified. Theoretical constructs were then used to connect the identified risks with the negative phenomena. Structural equations were used to confirm the existence and quality of these constructs, as well as models describing connections between phenomena. The determination of the structural equations also provided a setting in which statistical methods (χ 2 , RMSEA and CFI) could be used to investigate the level of fit of the constructs and models to the empirical data.

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Section: Hypothesis Developmentmentioning

confidence: 99%

Section: Hypothesis Developmentmentioning

confidence: 99%

Shedding New Light on Project Portfolio Risk Management

2017

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“…According to Sorooshian et al (2010) and Nair et al (2010), it was found that strategic implementation influences the organization's effectiveness. According to Zheng et al (2010), Naserinajafabady et al (2013), Aldulaimi (2015), Kopmann et al (2016), it was found that strategic direction setting influences organization's effectiveness. According to Omran et al (2009), Yaacob (2012), Kopmann et al (2016), it was found that strategic evaluation and control influences organization's effectiveness.…”

Section: Introductionmentioning

confidence: 99%

“…According to Zheng et al (2010), Naserinajafabady et al (2013), Aldulaimi (2015), Kopmann et al (2016), it was found that strategic direction setting influences organization's effectiveness. According to Omran et al (2009), Yaacob (2012), Kopmann et al (2016), it was found that strategic evaluation and control influences organization's effectiveness. According to the sequence of causes and effects in the areas of strength, importance, activity characteristics and past research results of strategic leadership factors, it is clear that the strategic leadership factors of corporate executives have a great influence on organizational effectiveness.…”

Section: Introductionmentioning

confidence: 99%

Strategic leadership factors of school administrators influencing the effectiveness of small- sized schools

Singphen¹,

Poopayang²,

Siphai³

et al. 2019

Int. J. Educ. Admin. Pol. Stud.

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This research is aimed to study the direct, indirect and total influence of strategic leadership factors of school administrators influencing the effectiveness of small-sized schools. The samples were 1,396 administrators of small-sized schools under the primary educational service area office, the Basic Education Commission in the academic year 2017. The population was 15,999 small-sized school administrators who are administrating in small-sized schools under the primary educational service area office of the Basic Education Commission of Thailand. The research was conducted in the same academic year. It was found that Setting Organizational Direction (SETTD) had direct influence, an indirect influence, and a total influence on the effectiveness of most small-sized schools. In addition, strategy formulation (STRAT) had an indirect influence higher than the strategy implementation with the influence value of 0.044. The strategic control and evaluation (EVALU) had a direct influence and a total influence on the effectiveness of small-sized school with the influence value of 0.046. The model for developing the strategic leadership of school administrators of small-sized schools was obtained.

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“…For example, Professor Cooper and his colleagues referred to IPM as “the tangible expression of strategy” (Cooper et al, , p. 366) and contended that “strategy and new product resource allocation must be intimately connected” (Cooper, Edgett, and Kleinschmidt, , p. 343). In keeping with this view, the current study focuses on new product development (NPD) portfolio planning, which is defined as a firm's effort to formulate portfolio decisions using a defined innovation strategy (Kopmann et al, ; Meifort, ).…”

Section: Introductionmentioning

confidence: 99%

The Effects of Decentralization in Strategy‐Making and National Culture on NPD Portfolio Planning

Carbonell¹,

Escudero²

2016

J of Product Innov Manag

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Traditionally, the understanding among scholars and practitioners has been that a portfolio of NPD projects is the expression of a firm's strategy and thus it must support the strategy. In keeping with this view, the current study focuses on new product development (NPD) portfolio planning, which is defined as a firm's effort to formulate portfolio decisions using a defined innovation strategy. Connecting portfolio decisions to a defined innovation strategy has been associated with higher innovation success. Surprisingly, empirical research indicates that portfolio decisions do not always support the company's innovation strategy. Furthermore, during recent years, an increasing number of authors underscore the importance of responsiveness and adaptability in portfolio decision‐making. The current study addresses these two issues by examining a direct effect of decentralization in strategy‐making on NPD portfolio planning, and a moderating effect of decentralization in strategy‐making on the relationship between NPD portfolio planning and NPD program success. The study also examines the influence of national culture on the proposed relationships. The theoretical model was tested using data from the 2012 PDMA Comparative Performance Assessment Study. Findings indicate that NPD portfolio planning positively influences NPD program success. Also, results revealed inverted U‐shaped direct and moderating effects, respectively, of decentralization in strategy‐making on NPD portfolio planning, and of decentralization in strategy‐making on the relationship between NPD portfolio planning and NPD program success. With regard to the moderating effect of national culture, results indicate that uncertainty avoidance does not moderate the relationship between NPD portfolio planning and NPD program success. Nonetheless, we found significant moderating effects of individualism and power distance on the curvilinear relationship between decentralization in strategy‐making and NPD portfolio planning.

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The role of project portfolio management in fostering both deliberate and emergent strategy

Cited by 94 publications

References 102 publications

Shedding New Light on Project Portfolio Risk Management

Shedding New Light on Project Portfolio Risk Management

Strategic leadership factors of school administrators influencing the effectiveness of small- sized schools

The Effects of Decentralization in Strategy‐Making and National Culture on NPD Portfolio Planning

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