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

Kopmann, J; Kock, A; Killen, CP; Gemünden, HG

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

Kopmann, J Kock, A Killen, CP

Gemünden, HG

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Publication Type:: Journal Article
Citation:: International Journal of Project Management, 2017, 35 (4), pp. 557 - 570
Issue Date:: 2017-05-01

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Field	Value	Language
dc.contributor.author	Kopmann, J	en_US
dc.contributor.author	Kock, A	en_US
dc.contributor.author	Killen, CP https://orcid.org/0000-0002-2370-7856	en_US
dc.contributor.author	Gemünden, HG	en_US
dc.date.available	2020-05-25T19:06:30Z
dc.date.issued	2017-05-01	en_US
dc.identifier.citation	International Journal of Project Management, 2017, 35 (4), pp. 557 - 570	en_US
dc.identifier.issn	0263-7863	en_US
dc.identifier.uri	http://hdl.handle.net/10453/121910
dc.description.abstract	© 2017 Elsevier Ltd and Association for Project Management and the International Project Management Association Formal strategy processes have been shown to be insufficient in shaping strategy, particularly in turbulent environments. Emerging strategies that constitute independently from deliberate top-down strategy processes are important for organizational adaptability. This study explores strategic control mechanisms at the project portfolio level and their influence on emergent and deliberate strategies. Based on a sample of 182 firms, we show that both deliberate and emerging strategies positively influence project portfolio success, complementing each other. In turbulent environments, the relevance of deliberate strategy implementation decreases. Strategic control activities not only foster the implementation of intended strategies, but also disclose strategic opportunities by unveiling emerging patterns. Furthermore, we find that deliberate strategy implementation and emerging strategy recognition mediate the performance impact of strategic control. Our findings suggest that strategic control at the project portfolio level has an important role to play in the purposeful management of emergent strategies.	en_US
dc.relation.ispartof	International Journal of Project Management	en_US
dc.relation.isbasedon	10.1016/j.ijproman.2017.02.011	en_US
dc.subject.classification	Building & Construction	en_US
dc.title	The role of project portfolio management in fostering both deliberate and emergent strategy	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	35	en_US
utslib.for	1202 Building	en_US
utslib.for	12 Built Environment and Design	en_US
utslib.for	15 Commerce, Management, Tourism and Services	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
utslib.copyright.status	open_access	*
pubs.issue	4	en_US
pubs.publication-status	Published	en_US
pubs.volume	35	en_US

Abstract:

© 2017 Elsevier Ltd and Association for Project Management and the International Project Management Association Formal strategy processes have been shown to be insufficient in shaping strategy, particularly in turbulent environments. Emerging strategies that constitute independently from deliberate top-down strategy processes are important for organizational adaptability. This study explores strategic control mechanisms at the project portfolio level and their influence on emergent and deliberate strategies. Based on a sample of 182 firms, we show that both deliberate and emerging strategies positively influence project portfolio success, complementing each other. In turbulent environments, the relevance of deliberate strategy implementation decreases. Strategic control activities not only foster the implementation of intended strategies, but also disclose strategic opportunities by unveiling emerging patterns. Furthermore, we find that deliberate strategy implementation and emerging strategy recognition mediate the performance impact of strategic control. Our findings suggest that strategic control at the project portfolio level has an important role to play in the purposeful management of emergent strategies.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/121910