Dynamic capability

understanding the relationship between project portfolio management capability and competitive advantage

This research employs the dynamic capabilities framework to improve understanding of the relationship between organizational project portfolio management (PPM) capabilities and competitive advantage. A growing stream of literature on PPM includes best practice studies that show correlations between PPM practices and project portfolio outcomes; however, these studies are not theoretically grounded and do not provide explanations about the mechanisms that may lead to the correlations. The research reported in this paper employs a multiple-case study to provide in-depth understanding of organizational PPM capabilities. The research investigates the management of new product development (NPD) project portfolios at six diverse organizations, including three from the rapidly growing and increasingly important service sector. The findings illustrate that an organizational PPM capability goes beyond the processes and procedures used; organizational structures and human dimensions are important components of the capab
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