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The role of project portfolio management in fostering both deliberate and emergent strategy

Kopmann, Julian; Kock, Alexander; Killen, Catherine P.; Gemünden, Hans Georg
Journal article, Peer reviewed
Accepted version
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URI
http://hdl.handle.net/11250/2477045
Date
2017
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  • Publikasjoner fra CRIStin - BI [643]
  • Scientific articles [1357]
Original version
International Journal of Project Management. 2017, 35 (4), 557-570.   10.1016/j.ijproman.2017.02.011
Abstract
Formal strategy processes have been shown to be insufficient in shaping strategy, particularly in turbulent environments. Emerging strategies that constitute independently from deliberate top-down strategy processes are important for organizational adaptability. This study explores strategic control mechanisms at the project portfolio level and their influence on emergent and deliberate strategies. Based on a sample of 182 firms, we show that both deliberate and emerging strategies positively influence project portfolio success, complementing each other. In turbulent environments, the relevance of deliberate strategy implementation decreases. Strategic control activities not only foster the implementation of intended strategies, but also disclose strategic opportunities by unveiling emerging patterns. Furthermore, we find that deliberate strategy implementation and emerging strategy recognition mediate the performance impact of strategic control. Our findings suggest that strategic control at the project portfolio level has an important role to play in the purposeful management of emergent strategies.
Publisher
Elsevier
Journal
International Journal of Project Management
Copyright
Copyright policy of Elsevier, the publisher of this journal. The author retains the right to post the accepted author manuscript on open web sites operated by author or author's institution for scholarly purposes, with an embargo period of 0-36 months after first view online. http://www.elsevier.com/journal-authors/sharing-your-article#

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