TY - JOUR
T1 - Advancing project and portfolio management research
T2 - Applying strategic management theories
AU - Killen, Catherine P.
AU - Jugdev, Kam
AU - Drouin, Nathalie
AU - Petit, Yvan
N1 - Funding Information:
This paper is based on a panel symposium led by the authors at the International Research Network on Organizing by Projects (IRNOP) Conference in June 2011. The authors acknowledge the contribution of Dr. Jonas Sӧderlund who moderated the panel presentation. The authors would also like to acknowledge the support of the University of Technology, Sydney, Australia , Université du Québec à Montréal, Quebec, Canada , and Athabasca University, Alberta, Canada . The resource-based PM studies in this paper are acknowledged as part of a research program funded by the Social Sciences and Humanities Research Council of Canada . Finally, the Healthy Schools Project study (applying AC to PM) is acknowledged as part of a research program sponsored by The Quebec Research Council (FRSQ) and by The Canadian Institutes of Health Research (CIHR) and was conducted in collaboration with Marthe Deschesnes, PhD, head of the research program and Yves Couturier, PhD.
PY - 2012/7
Y1 - 2012/7
N2 - This paper focuses on the application of strategic management theories to Project Management and Project Portfolio Management research, specifically the Resource-Based View, Dynamic Capabilities, and Absorptive Capacity. A literature review and four research experiences illustrate the advances achieved through the use of these three theoretical perspectives, and contribute to the development of this field by providing examples and guidance for theory development and future research. Commonalities between the research examples include a strong strategic focus, recognition of the importance of knowledge and learning, and research questions seeking understanding and explanation. These research experiences outline the successful application of strategic management theories to a wide range of contexts, using diverse methodologies at a variety of levels of analysis. The findings indicate a broad potential for further fruitful research stemming from the relatively recent application of strategic management theories to Project Management and Project Portfolio Management research.
AB - This paper focuses on the application of strategic management theories to Project Management and Project Portfolio Management research, specifically the Resource-Based View, Dynamic Capabilities, and Absorptive Capacity. A literature review and four research experiences illustrate the advances achieved through the use of these three theoretical perspectives, and contribute to the development of this field by providing examples and guidance for theory development and future research. Commonalities between the research examples include a strong strategic focus, recognition of the importance of knowledge and learning, and research questions seeking understanding and explanation. These research experiences outline the successful application of strategic management theories to a wide range of contexts, using diverse methodologies at a variety of levels of analysis. The findings indicate a broad potential for further fruitful research stemming from the relatively recent application of strategic management theories to Project Management and Project Portfolio Management research.
KW - Absorptive capacity
KW - Dynamic capabilities
KW - Project management research
KW - Project portfolio management
KW - Project success and strategy
KW - Resource-based view
KW - Strategic management theory
UR - http://www.scopus.com/inward/record.url?scp=84860359918&partnerID=8YFLogxK
U2 - 10.1016/j.ijproman.2011.12.004
DO - 10.1016/j.ijproman.2011.12.004
M3 - Journal Article
AN - SCOPUS:84860359918
SN - 0263-7863
VL - 30
SP - 525
EP - 538
JO - International Journal of Project Management
JF - International Journal of Project Management
IS - 5
ER -