Standing on the shoulders of strategic management giants to advance organizational project management

2013 ◽  
Vol 7 (1) ◽  
pp. 61-77 ◽  
Author(s):  
Nathalie Drouin ◽  
Kam Jugdev
Keyword(s):  
Project Management ◽  
Strategic Management ◽  
Dynamic Capabilities ◽  
Lessons Learned ◽  
Research Experience ◽  
Resource Based View ◽  
Content Type ◽  
Management Domain ◽  
Management Literature ◽  
Practical Implications

Purpose – The purpose of this paper is to examine relevant issues within the strategic management domain related to concepts and terms used within the resource-based view and dynamic capabilities (DC) theory. The paper explains how these theories from strategic management can be translated for organizational project management (OPM). The paper also shares lessons learned by the co-authors as used in project management. Design/methodology/approach – Based on a literature review and research experience of co-authors, the paper bridges two theories from the strategic management field to OPM and demonstrates conceptual challenges experienced. Findings – From a translational perspective, the paper outlines how theories from strategic management can be adopted to OPM. Since OPM is evolving, there is merit in drawing from a solid theoretical foundation such as those found in strategic management. Research limitations/implications – This paper is conceptual and makes a case for further empirical research using strategic management literature. Only recently has research in project management raised the important topic of translating knowledge from more established fields (the giants) to project management research. Practical implications – Strategic management theories offer insights that can be leveraged to make OPM environments more effective through improved research foundations. Originality/value – By critically exploring and assessing the resource-based view and DC bodies of literature, this paper's value rests in applying learnings from these fields to OPM and to develop a clearer understanding of concepts and emphasize their importance.

scholarly journals Resource-based competition: three schools of thought and thirteen criticisms

2014 ◽  
Vol 26 (2) ◽  
pp. 122-148 ◽  
Author(s):  
Tarek El Shafeey ◽  
Paul Trott
Keyword(s):  
Design Methodology ◽  
Dynamic Capabilities ◽  
Core Competencies ◽  
Social Constructionist ◽  
Management Research ◽  
Resource Based View ◽  
Content Type ◽  
The Social ◽  
Practical Implications ◽  
Terminological Confusion

Purpose – The field of research on resource-based competition is full of nuanced terminology and misunderstandings. This has led to confusion, and thus the authors offer a critical review, which provides a structure and clarity to this subject. The paper aims to discuss these issues. Design/methodology/approach – This analysis structures the literature on resources, capabilities, and competences into three distinct schools of thought: the resource-based view (RBV) of the firm, the rational-equilibrium school; the dynamic capability-based view of the firm, the behavioural-evolutionary school; and the competence-based view of the firm, the social constructionist school. Findings – The authors uncover 13 criticisms of the most widely adopted theoretical framework of the RBV of the firm – Valuable-Rare-Imperfectly imitable-Organisation (VRIO). Research limitations/implications – The misinterpretation and neglect of the classic scholarly work may help to explain why the VRIO framework has been elevated from a view to a theory and why it has received so much attention. Practical implications – The authors show how the relative ease of measuring resources as compared to (dynamic) capabilities and (core) competencies has helped raise the profile of RBV. Originality/value – This analysis contributes to management research by illustrating the deviation among the three schools of thought; the authors show how this has contributed to wide terminological confusion and offer a structure to help researchers situate their work within the relevant school of thought.

Theory of the Firm and Strategic Management

2013 ◽  
pp. 131-146 ◽  
Author(s):  
M. Storchevoy
Keyword(s):  
Economic Theory ◽  
Strategic Management ◽  
Dynamic Capabilities ◽  
Theory Of The Firm ◽  
Capabilities Approach ◽  
Positioning Theory ◽  
Resource Based View ◽  
Knowledge Based ◽  
Management Literature

M. Storchevoy. Theory of the Firm and Strategic Management The paper considers the approaches to the theory of the firm developed by strategic management scholars: positioning theory, resource-based view, dynamic capabilities approach, knowledge-based view, strategic theory of the firm, as well as open innovations theory. The author shows how the ideas of these scholars correspond to the economic theory of the firm and demonstrates that there is little ground for existence of an autonomous “strategic theory of the firm”, but some concepts from strategic management literature may expand and enrich the economic theory of the firm.

Dynamic capabilities: towards an organizing framework

2016 ◽  
Vol 9 (4) ◽  
pp. 511-526 ◽  
Author(s):  
Mubarak Mohamud ◽  
David Sarpong
Keyword(s):  
Strategic Management ◽  
Design Methodology ◽  
Dynamic Capabilities ◽  
Future Research ◽  
Content Type ◽  
Integrated Framework ◽  
Developing Directions ◽  
Heuristic Device ◽  
Practical Implications

Purpose The purpose of this paper is to stimulate, shape and extend current discourse on the relevance of dynamic capabilities on firm competitiveness. Design/methodology/approach The authors delineate current debates on dynamic capabilities and synthesize them to develop some propositions and a heuristic framework to guide future research on dynamic capabilities as a strategic management construct. Findings The theoretical and methodological complexities involved in mapping the routines and processes’ underpinning dynamic capabilities has led to conceptual discrepancies, which in turn impede the understanding of the relevance and contribution of dynamic capabilities to competitiveness. Measuring dynamic capabilities remains the biggest barrier to progress in developing directions for theory and research in this area. Practical implications Stimulating and shaping the current discourse on the relevance of dynamic capabilities on competitiveness, the proposed integrated framework as a heuristic device can be to gauge the a firm’s dynamic capabilities vis-à-vis their competitors. Originality/value The authors propose a framework built around the inter-relationships of capabilities and hierarchies of capabilities to extend the understanding of how dynamic capabilities can be developed relative to a firm’s ability and embedded context.

The march towards infinity – the impending era of deep thinking

foresight ◽  
2019 ◽  
Vol 22 (2) ◽  
pp. 129-143
Author(s):  
Shiladitya Dasgupta ◽  
Debashish Sanyal
Keyword(s):  
Design Methodology ◽  
Dynamic Capabilities ◽  
Real Life ◽  
Resource Based View ◽  
Content Type ◽  
New Era ◽  
Managerial Practices ◽  
Changing Environments ◽  
Multiple Challenges ◽  
Practical Implications

Purpose The theory of dynamic capabilities (DC) was originally proposed as an improved alternative to the existing resource-based view theory of strategy to address the issue of renewing competences in fast changing environments. However, in an era of transition, how will the theory address the multiple challenges arising on technology, social and energy regime front? The paper aims to address this issue. Design/methodology/approach This paper takes the approach of theoretical proposition building, supported by real-life examples. Findings Findings include a set of managerial practices that will help building DCs in rapidly changing environments. Research limitations/implications The theoretical propositions offer further scope of research for other scholars to test and build the theory further. Practical implications The interplay of three forces outlined in the paper has significant strategic implications for firms. Originality/value The paper proposes a framework called deep thinking which has not been proposed before and which particularly addresses how firms can meet the challenge of transitioning into a new era with the help of this framework.

A pragmatic sociological examination of projectification

2019 ◽  
Vol 12 (2) ◽  
pp. 282-297 ◽  
Author(s):  
Régis Barondeau ◽  
Brian Hobbs
Keyword(s):  
Project Management ◽  
Empirical Research ◽  
Organization Theory ◽  
Design Methodology ◽  
Management Practice ◽  
Dominant Ideology ◽  
Content Type ◽  
Future Developments ◽  
Management Literature ◽  
Practical Implications

Purpose Boltanski and Thevenot’s Economies of Worth framework and the project world introduced by Boltanski and Chiapello are well known in the fields of sociology and organization theory, but have been largely ignored in the project management literature. The purpose of this paper is to introduce them into the literature on projects and projectification. Design/methodology/approach The framework and the project world are described in detail and compared with two streams of writings that are well known in the field of project management: Making Projects Critical and the project as a complex self-organizing emergent network. Findings The paper shows that the framework and the project world are relevant to research in project management and the understanding of the projectification of society. Research limitations/implications The framework and the concepts presented could be used in both conceptual and empirical research in project management, particularly the analysis of projects in which disputes occur among stakeholders. Several paths that future developments could follow are identified. Practical implications The framework can be used to better understand disputes and identify how they can be resolved or compromises can be found. Social implications The analysis by Boltanski and Chiapello showed that the evolution of management practice is linked to changes in society and in the dominant ideology. Originality/value The paper introduces a very valuable framework into the project literature.

Classifying project management resources by complexity and leverage

2012 ◽  
Vol 5 (1) ◽  
pp. 105-124 ◽  
Author(s):  
Kam Jugdev ◽  
Gita Mathur
Keyword(s):  
Project Management ◽  
Competitive Advantage ◽  
Small Sample ◽  
Management Process ◽  
Resource Based View ◽  
Content Type ◽  
The Impact ◽  
The Relationship ◽  
Practical Implications

PurposeThe purpose of this paper is to present a conceptual framework to classify project management resources as sources of competitive advantage.Design/methodology/approachThe paper draws on the resource‐based view of the firm and project management literature to explore the level of competitive advantage from 17 project management resources based on their degree of complexity and level of leverage in the project management process. This exploratory study drew on a small sample of practitioners in the classification.FindingsThe paper proposes a conceptual model to show the relationship between four categories of resources and their contribution to competitive advantage by being valuable, rare, inimitable, and organizationally supported.Research limitations/implicationsThis paper is exploratory in nature and uses a small sample of practitioners.Practical implicationsThe authors believe that the classification of project management resources based on complexity and leverage provides a useful framework for managers considering the impact of investment in these resources for competitive advantage.Originality/valueThis paper provides a classification of project management resources based on the complexity of the resource and its leverage in the project management process. It is posited that resources that are complex and can be highly leveraged to develop further resources warrant attention as sources of competitive advantage.

scholarly journals Defining project efficiency, effectiveness and efficacy

2017 ◽  
Vol 10 (3) ◽  
pp. 621-641 ◽  
Author(s):  
Youcef J.-T. Zidane ◽  
Nils O.E. Olsson
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Design Methodology ◽  
Extensive Literature ◽  
Management Journal ◽  
Content Type ◽  
Academic Literature ◽  
Management Literature ◽  
Google Books ◽  
Practical Implications

Purpose This paper studies how the concepts of efficiency, effectiveness and efficacy are used in project management literature. The concepts relate to the degree of success or failure of projects and the degree to which the results are achieved. The purpose of this paper is to review the use of the concepts of efficiency, efficacy and effectiveness in project management literature and among practitioners. Design/methodology/approach The study is based on an extensive literature review, initially from the International Journal of Managing Projects in Business. The first phase involved searching the words “efficiency”, “effectiveness” and “efficacy” in all articles of the journal, and then quantifying the results. This was followed by a qualitative search of the same articles with the aim of understanding how the terms “project efficiency”, “project efficacy” and “project effectiveness” are used. A further intensive literature review was then conducted in other literatures in the field of project management, including, but not limited to, International Journal of Project Management and Project Management Journal. Finally, the authors complemented the review by including theories from deep searches of Google Scholar and Google Books using the parameters “project efficiency”, “project effectiveness” and “project efficacy” and checked how the three concepts are used in other fields. Findings This research reveals there is wide diversity in interpretations of the three concepts among research scholars and practitioners, which makes it challenging to apply these three concepts appropriately and clearly. As a consequence, the authors propose a model for describing these concepts. Research limitations/implications This research is based on an academic and non-academic literature review. It identifies a number of inconsistencies in existing literature regarding the three concepts. Practical implications This review enriches understanding of project management. Clarifying the understanding of project efficiency, project effectiveness and project efficacy will help and support organisational improvement. A clear and aligned view of these concepts can also be a basis for measurements based on possible developed indicators. Originality/value This paper highlights the gap in the literature concerning the practical use and interpretation of the concepts “project efficiency”, “project effectiveness” and “project efficacy”.

scholarly journals Exploring Links Between Dynamic Capabilities Perspective and Resource-Based View: A Literature Overview

2015 ◽  
Vol 45 (1) ◽  
pp. 83-107 ◽  
Author(s):  
Piotr Wójcik
Keyword(s):  
Strategic Management ◽  
Dynamic Capabilities ◽  
Future Research ◽  
Resource Based View ◽  
Theoretical Concepts ◽  
Literature Overview ◽  
Management Literature ◽  
The Relationship ◽  
Scholarly Attention ◽  
Dynamic Capabilities Perspective

AbstractThe dynamic capabilities view posits that a firm’s success is largely driven by its ability to adapt to a changing environment to secure value creating potential and, thus achieve a competitive advantage. The dynamic capabilities perspective has attracted much scholarly attention in the last two decades, as reflected in the proliferation of conceptual and research articles in the strategic management literature. Knowledge about the relationship between dynamic capabilities and other theoretical concepts within the strategic management field remains limited. This paper therefore synthesizes the literature and uses it to develop a more clear relationship between notions of dynamic capabilities, resources, assets, competencies and static capabilities. Potential areas of future research are also outlined.

scholarly journals What do project management practitioners think governance is? A study on perceptions in Queensland, Australia

2020 ◽  
Vol 13 (5) ◽  
pp. 961-980
Author(s):  
Stephen Keith McGrath ◽  
Stephen Jonathan Whitty
Keyword(s):  
Decision Making ◽  
Project Management ◽  
Design Methodology ◽  
Content Type ◽  
Management Literature ◽  
Efficiency And Effectiveness ◽  
Definition Of ◽  
Working Parameters ◽  
Practical Implications ◽  
Governance Arrangements

PurposeTo determine if there is confusion in governance terminology amongst experienced management and project management practitioners.Design/methodology/approachPractitioner interviews and subsequent analysis.FindingsSignificant differences in governance terminology were found. The participants had nevertheless arrived at similar operating arrangements for their committees, even though they came from different segments of different industries and did not agree on the definition of governance. It was possible to develop a list of working parameters for operation of these committees from their responses. The labelling of committees associated with governance as steering or decision-making was found to be problematic and various causes/motivations for the differing definitions of governance having arisen were detected. These ranged from altruism, through dogmatic belief in particular frameworks, to enhancing career prospects/ego.Research limitations/implicationsThe sample came from organisations and industries in one state in one country. The need for review of governance terminology used in various project management practitioner reference documents and methodologies was identified.Practical implicationsProjects and business alike can potentially achieve improvements in efficiency and effectiveness through consistency of terminology and the clarity this brings to governance arrangements and committee operations.Social implicationsCreation of a unifying feature within the project and management literature, shifting the understanding of governance and its boundaries and limitations. This will help progress governance from complexity to simplicity, from an art to an understandable practice, from a concept that has been hijacked for partisan and political gain to a lean social tool which can be put to use for the benefit of organisations, whether public, charitable or private.Originality/valueThe value is clarity – resulting in the avoidance of confusion and misunderstanding together with their consequent waste of time, resources and money.

Quality performance of SMEs in a developing economy: direct and indirect effects of service innovation and entrepreneurial orientation

2014 ◽  
Vol 29 (6) ◽  
pp. 454-468 ◽  
Author(s):  
Nelson Oly Ndubisi ◽  
James Agarwal
Keyword(s):  
Strategic Management ◽  
Organizational Performance ◽  
Entrepreneurial Orientation ◽  
Dynamic Capabilities ◽  
Small Enterprise ◽  
Service Firms ◽  
Developing Economy ◽  
Quality Performance ◽  
Content Type ◽  
Management Literature

Purpose – The purpose of this paper is to examine how innovation and entrepreneurial orientation (EO) affect organizational performance on quality in Asian small enterprise context. Design/methodology/approach – Drawing from the strategic management literature, we hypothesize and test the direct and indirect relationship between EO, innovation and quality performance in the context of small information technology (IT) firms in an Asian economy. Data analyses follow standard procedures for testing direct and mediating effects. Findings – Findings indicate a significant direct and indirect positive relationship between EO dimensions and three types of innovation and quality performance. Innovation mediates in the relationship of EO with quality performance. Research limitations/implications – The paper adds resource-based view and dynamic capabilities theories to extant strategic management literature. Poor representation of women-owned small firms in the study resulting from low participation of females in the IT business sector is a limitation which needs to be addressed in the future, as it hinders a clearer understanding of the perspectives of women business owners. Practical implications – The paper contributes to managerial practice by underscoring the need for owner-managers of small enterprises to pursue EO-focused and innovation enhancement strategies in an integrated manner. Originality/value – An integrated model of EO, innovation and performance, tested in small IT service firms in the context of a developing economy. Context does matter. The combination of a developing country context and the significance of IT enhance the contextual contribution of the paper.

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