Dynamic capability through project portfolio management in service and manufacturing industries

Killen, CP; Hunt, RA

Dynamic capability through project portfolio management in service and manufacturing industries

Killen, CP

Hunt, RA

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Publication Type:: Journal Article
Citation:: International Journal of Managing Projects in Business, 2010, 3 (1), pp. 157 - 169
Issue Date:: 2010-01-26

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Field	Value	Language
dc.contributor.author	Killen, CP https://orcid.org/0000-0002-2370-7856	en_US
dc.contributor.author	Hunt, RA	en_US
dc.date.issued	2010-01-26	en_US
dc.identifier.citation	International Journal of Managing Projects in Business, 2010, 3 (1), pp. 157 - 169	en_US
dc.identifier.issn	1753-8378	en_US
dc.identifier.uri	http://hdl.handle.net/10453/14031
dc.description.abstract	© 2010, © Emerald Group Publishing Limited. PurposeThe purpose of this paper is to summarise a recent doctoral thesis on the relationship between project portfolio management (PPM) and competitive advantage in service and manufacturing organisations. Design/methodology/approachThis two-phase mixed method study comprises a quantitative questionnaire-based survey and a qualitative multiple-case study to address the “what” and the “how” of the research questions. FindingsThis paper adopts a “dynamic capabilities” perspective, drawing on organisational learning theory to explain the path-dependent nature of PPM capability development and how PPM capabilities work with the resource base to enhance competitive advantage. Findings support prior PPM studies and suggest a positive relationship between structured PPM capabilities and improved outcomes. The research compares service and manufacturing environments; future challenges are likely to result from the increasing blurring of the boundaries between service and manufacturing industries. Practical implicationsThe research has four main practical outcomes: development of a model representing the overall PPM capability; a benchmark for and guidance on specific PPM processes and methods; guidance on the types of organisational learning investments that enhance the establishment and evolution of PPM capabilities; and the initial development of an outcomes and learning-based maturity model for PPM capabilities. Originality/valueThis paper produces the first benchmark of innovation PPM capabilities in Australia, and is the first to include service product-focused portfolios. It is the first study that identifies PPM capabilities as dynamic capability, allowing existing research to be viewed through the dynamic capability lens and, more importantly, providing a theoretical underpinning that may influence future research and practice.	en_US
dc.relation.ispartof	International Journal of Managing Projects in Business	en_US
dc.relation.isbasedon	10.1108/17538371011014062	en_US
dc.title	Dynamic capability through project portfolio management in service and manufacturing industries	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	3	en_US
utslib.for	150307 Innovation and Technology Management	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	1	en_US
pubs.publication-status	Published	en_US
pubs.volume	3	en_US

Abstract:

© 2010, © Emerald Group Publishing Limited. PurposeThe purpose of this paper is to summarise a recent doctoral thesis on the relationship between project portfolio management (PPM) and competitive advantage in service and manufacturing organisations. Design/methodology/approachThis two-phase mixed method study comprises a quantitative questionnaire-based survey and a qualitative multiple-case study to address the “what” and the “how” of the research questions. FindingsThis paper adopts a “dynamic capabilities” perspective, drawing on organisational learning theory to explain the path-dependent nature of PPM capability development and how PPM capabilities work with the resource base to enhance competitive advantage. Findings support prior PPM studies and suggest a positive relationship between structured PPM capabilities and improved outcomes. The research compares service and manufacturing environments; future challenges are likely to result from the increasing blurring of the boundaries between service and manufacturing industries. Practical implicationsThe research has four main practical outcomes: development of a model representing the overall PPM capability; a benchmark for and guidance on specific PPM processes and methods; guidance on the types of organisational learning investments that enhance the establishment and evolution of PPM capabilities; and the initial development of an outcomes and learning-based maturity model for PPM capabilities. Originality/valueThis paper produces the first benchmark of innovation PPM capabilities in Australia, and is the first to include service product-focused portfolios. It is the first study that identifies PPM capabilities as dynamic capability, allowing existing research to be viewed through the dynamic capability lens and, more importantly, providing a theoretical underpinning that may influence future research and practice.

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http://hdl.handle.net/10453/14031