| dc.contributor.author | Kock, Alexander | |
| dc.contributor.author | Heising, Wilderich | |
| dc.contributor.author | Gemünden, Hans Georg | |
| dc.date.accessioned | 2016-08-25T07:21:04Z | |
| dc.date.available | 2016-08-25T07:21:04Z | |
| dc.date.issued | 2016 | |
| dc.identifier.citation | Project Management Journal, 47 (2016) 2: 115-129 | nb_NO |
| dc.identifier.issn | 8756-9728 | |
| dc.identifier.issn | 1938-9507 | |
| dc.identifier.uri | http://hdl.handle.net/11250/2401544 | |
| dc.description | This is the article as published by PMI | nb_NO |
| dc.description.abstract | The pre-project or ideation phase is often
disregarded in project portfolio management.
Senior managers put more emphasis
on later project stages, and researchers predominantly
investigate the front end from a
single project perspective. This study investigates
how and under which circumstances
the performance of the front end affects
project portfolio success. Using a sample
of 175 firms, we confirm a strong positive
relationship between front-end success and
project portfolio success. Results show that
this effect becomes stronger for larger project
portfolios, for portfolios with more interdependency
between projects and, finally,
for firms that have a strategic orientation
toward riskiness. | nb_NO |
| dc.language.iso | eng | nb_NO |
| dc.publisher | PMI, Project Management Institute | nb_NO |
| dc.title | A Contingency Approach on the Impact of Front-End Success on Project Portfolio Success | nb_NO |
| dc.type | Journal article | nb_NO |
| dc.type | Peer reviewed | nb_NO |
| dc.source.journal | Project Management Journal | nb_NO |
| dc.identifier.doi | 10.1002/pmj.21575 | |
| dc.description.localcode | 1,Forlagsversjon | nb_NO |
