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Connecting project portfolios with their context

Research output: Other conference contributionPaper, poster or abstractScientific

Details

Original languageEnglish
Number of pages31
Publication statusPublished - 4 Jul 2019
Publication typeNot Eligible
EventEuropean Group for Organizational Studies Colloquium 2019: Enlightening the Future: The Challenge for Organizations - University of Edinburgh, Edinburgh, United Kingdom
Duration: 4 Jul 20196 Jul 2019
Conference number: 35
https://www.egosnet.org/2019_edinburgh/colloquium

Conference

ConferenceEuropean Group for Organizational Studies Colloquium 2019
Abbreviated titleEGOS 2019
CountryUnited Kingdom
CityEdinburgh
Period4/07/196/07/19
Internet address

Abstract

Organisations create and manage project portfolios to implement and renew their strategies. With the dominant contingency theory view, studies have primarily focused on intra-organisational issues whilst acknowledging that different practices are needed in different environments. A strategic view of managing project portfolios, however, requires adopting a stronger external orientation. We call for research on the management of project portfolios. We investigate the relationship between project portfolios and their context, based on four theoretical alternatives: institutional theory, stakeholder theory, resource dependence theory, and sensemaking theory. The results offer explanations to the mechanisms connecting project portfolios with their context, hence calling for a reformulation of portfolio success and a new research agenda for portfolios’ external connections. We also indicate a potential cross-fertilisation of the theoretical angles, with implications for the enactment of strategy, criteria of success, complex stakeholder relations, and ways of managing a project portfolio.