How do project-oriented organizations enhance innovation? An institutional theory perspective

Sankaran, S; Killen, CP; Pitsis, A

How do project-oriented organizations enhance innovation? An institutional theory perspective

Sankaran, S

Killen, CP Pitsis, A

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Publisher:: Springer Nature
Publication Type:: Journal Article
Citation:: Frontiers of Engineering Management, 2023, 10, (3), pp. 427-438
Issue Date:: 2023-09-01

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Field	Value	Language
dc.contributor.author	Sankaran, S https://orcid.org/0000-0001-5485-6216
dc.contributor.author	Killen, CP
dc.contributor.author	Pitsis, A
dc.date.accessioned	2024-01-11T01:59:44Z
dc.date.available	2024-01-11T01:59:44Z
dc.date.issued	2023-09-01
dc.identifier.citation	Frontiers of Engineering Management, 2023, 10, (3), pp. 427-438
dc.identifier.issn	2095-7513
dc.identifier.issn	2096-0255
dc.identifier.uri	http://hdl.handle.net/10453/174276
dc.description.abstract	A project-oriented organization is a hybrid form of organization where a functional hierarchy is augmented with structures to manage projects strategically across the organization. Six project-oriented organizations from diverse industries that emphasize innovation in their strategies were selected for this study. We use the three pillars of institutional theory — regulative, normative and cultural-cognitive — and institutional entrepreneurship to analyze interview data from executive and project, program and portfolio management personnel in the project-oriented organizations to investigate how innovation is facilitated through external influences and internal responses. Our findings indicate that processes and new structures provide effective ways for innovation and, while individuals are important, processes are more effective than individuals at enabling innovation. We put forward some lessons for practice that emerge directly from the findings, including suggestions on improving allocation of resources, a need to focus on processes, reconceptualization of “failure”, and dedicated investment in market knowledge, customer knowledge, performance metrics and flexible governance structures.
dc.language	en
dc.publisher	Springer Nature
dc.relation.ispartof	Frontiers of Engineering Management
dc.relation.isbasedon	10.1007/s42524-023-0258-0
dc.rights	info:eu-repo/semantics/openAccess
dc.subject.classification	3507 Strategy, management and organisational behaviour
dc.subject.classification	4010 Engineering practice and education
dc.title	How do project-oriented organizations enhance innovation? An institutional theory perspective
dc.type	Journal Article
utslib.citation.volume	10
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
pubs.organisational-group	/University of Technology Sydney/Strength - CCDP - Contemporary Design Practice
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Strength - VI - Visualisation Institute
utslib.copyright.status	open_access	*
dc.date.updated	2024-01-11T01:59:43Z
pubs.issue	3
pubs.publication-status	Published
pubs.volume	10
utslib.citation.issue	3

Abstract:

A project-oriented organization is a hybrid form of organization where a functional hierarchy is augmented with structures to manage projects strategically across the organization. Six project-oriented organizations from diverse industries that emphasize innovation in their strategies were selected for this study. We use the three pillars of institutional theory — regulative, normative and cultural-cognitive — and institutional entrepreneurship to analyze interview data from executive and project, program and portfolio management personnel in the project-oriented organizations to investigate how innovation is facilitated through external influences and internal responses. Our findings indicate that processes and new structures provide effective ways for innovation and, while individuals are important, processes are more effective than individuals at enabling innovation. We put forward some lessons for practice that emerge directly from the findings, including suggestions on improving allocation of resources, a need to focus on processes, reconceptualization of “failure”, and dedicated investment in market knowledge, customer knowledge, performance metrics and flexible governance structures.

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http://hdl.handle.net/10453/174276