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Gheitarani F, Guevara R, Nawaser K, Jahanshahi AA. Identifying Dimensions of Dynamic Technological Capability: A Systematic Review of the Last two Decades of Research. Int J Innovation Technol Management 2022. [DOI: 10.1142/s0219877022300026] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
Abstract
Nowadays, technological innovation capabilities support competitive advantage, and the survival and development of modern organizations accordingly depend on the knowledge and applications of such innovations. Nevertheless, the link between various aspects of the dynamic technological capability of many organizations is not still clear. Meanwhile, the new trend of some research in the field of dynamic capabilities refers to its technological foundations, as a platform for strengthening and creating a competitive technological advantage in a scattered manner. In this regard, this paper systematically reviews the previous research on technological basis of dynamic capabilities using the systematic review approach, examining articles published during 2000–2021 in which the technological foundations of dynamic capabilities in terms of sensing, seizing, and deformation (i.e. cognitive, psychological and organizational) have been extracted. A framework for future research has also been presented. The recommended framework can partially bridge the gap in the literature on the technological foundations of dynamic capabilities in future studies and help the managers to identify the technological road map for gaining competitive technological advantages.
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Affiliation(s)
- Fatemeh Gheitarani
- Faculty of Management & Accounting, Allameh Tabataba’i University, Tehran, Iran
| | - Ruben Guevara
- Centrum Catolica Graduate Business School, Pontificia Universidad Catolica del Peru, Lima, Peru
| | - Khaled Nawaser
- Institute of Scientific Research and Graduate School, Universidad de Lima, Lima, Peru
| | - Asghar Afshar Jahanshahi
- CENTRUM Católica Graduate Business School (CCGBS), Lima, Peru
- Pontificia Universidad Católica del Perú, (PUCP), Lima, Peru
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Chang A, Wiewiora A, Liu Y. A socio-cognitive approach to leading a learning project team: A proposed model and scale development. International Journal of Project Management 2021; 39:646-57. [DOI: 10.1016/j.ijproman.2021.05.003] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.7] [Reference Citation Analysis] [What about the content of this article? (0)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/21/2022]
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Baía EP, Ferreira JJM. Dynamic capabilities and performance: How has the relationship been assessed? Journal of Management & Organization. [DOI: 10.1017/jmo.2019.88] [Citation(s) in RCA: 13] [Impact Index Per Article: 2.6] [Reference Citation Analysis] [What about the content of this article? (0)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/07/2022]
Abstract
Abstract
The contribution of dynamic capabilities (DCs) to firm performance remains unclear and at the centre of debate. Based on a systematic literature review of 92 quantitative articles, the purpose is to explore how the DC–performance relationship have and should be assessed in the future. The most promising approach seems to be indirect, as it appears that DCs primarily causes change and intermediate outcomes, though far from being the most hypothesized relationship. Moreover, investigations employ a continuum of conceptualizations, ranging from very specific DCs to generic sets with theoretical divergences and overlapping. The same applies to the varied performance measures adopted, evidencing that the literature still has a long way to go. Based on a structured synthesis and analysis of existing studies, a conceptual model, recommendations and future avenues are proposed, along with areas of attention, which have both managerial and practical relevance, contributing to advancement within this research stream.
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Abstract
Project portfolio approaches consider various concurrent project interdependencies but typically neglect longitudinal interdependencies. These are important for exploratory projects, which create strategic options. If these options are not exploited in successive projects they become lost opportunities. This study analyzes 138 firms regarding their extent to consciously manage project sequences. We differentiate between proactive lineage (planning a roadmap of future projects) and reactive lineage (using learnings from past projects). Results show that both practices are positively and independently related to portfolio success. We derive suggestions for future research and discuss which theoretical foundations could be used to better understand the impact of lineage management.
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Affiliation(s)
- Alexander Kock
- Technische Universität Darmstadt, Chair for Technology and Innovation Management, Darmstadt, Germany
| | - Hans Georg Gemünden
- Handelshoyskolen BI, Department of Leadership & Organization, Oslo, Norway, Germany
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Kock A, Heising W, Gemünden HG. A Contingency Approach on the Impact of Front-End Success on Project Portfolio Success. Project Management Journal 2016. [DOI: 10.1002/pmj.21575] [Citation(s) in RCA: 44] [Impact Index Per Article: 5.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/08/2022]
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.
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Affiliation(s)
- Alexander Kock
- Technology and Innovation Management, Technische Universität Darmstadt, Darmstadt, Germany
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Korhonen T, Laine T, Lyly-Yrjänäinen J, Suomala P. Innovation for Multiproject Management: The Case of Component Commonality. Project Management Journal 2016. [DOI: 10.1002/pmj.21586] [Citation(s) in RCA: 12] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/10/2022]
Abstract
To attain benefits and value, multiproject R&D management seeks synergy between projects. Selecting or inventing appropriate end-product components within R&D programs is a concrete example of the synergy between projects. Lowering the number of different components used across projects (i.e., increasing component commonality) can lower end-product costs, which can contribute to firm-level profitability. Prior research, however, shows component commonality as a limitation of innovativeness in multiproject R&D. Conversely, this article shows that component commonality can also serve as the source of innovation, making component commonality an area of special interest to multiproject R&D management and research.
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Affiliation(s)
- Tuomas Korhonen
- Industrial Management, Tampere University of Technology, Tampere, Finland
| | - Teemu Laine
- Industrial Management, Tampere University of Technology, Tampere, Finland
| | | | - Petri Suomala
- Faculty of Business and Built Environment, Tampere University of Technology, Tampere, Finland
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Shenhar AJ, Holzmann V, Melamed B, Zhao Y. The Challenge of Innovation in Highly Complex Projects: What Can We Learn from Boeing's Dreamliner Experience? Project Management Journal 2016. [DOI: 10.1002/pmj.21579] [Citation(s) in RCA: 39] [Impact Index Per Article: 4.9] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/08/2022]
Abstract
Understanding the link between project complexity and innovation is highly pertinent. Yet, the challenge of innovative complex projects has received limited research attention and little theory development. This article provides a retrospective analysis of the difficulties experienced by Boeing during the development project of its highly innovative Dreamliner aircraft. Eventually successful, this project suffered extensive delays and cost overruns. The article analyzes the project's complex nature of innovation, while using several frameworks to provide an integrative view of its challenges and suggesting possible alternative ways to address them. Insights for complex project teams and future research directions are offered.
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Affiliation(s)
| | | | | | - Yao Zhao
- Business School, Rutgers University, Newark, New Jersey, USA
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Mahmoud-Jouini SB, Midler C, Silberzahn P. Contributions of Design Thinking to Project Management in an Innovation Context. Project Management Journal 2016. [DOI: 10.1002/pmj.21577] [Citation(s) in RCA: 63] [Impact Index Per Article: 7.9] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/08/2022]
Abstract
Researchers have long recognized that standard approaches to project management are ill-suited to address changes in the environment or business needs, particularly in innovative contexts characterized by uncertainty and complexity. Instead of being concerned with the efficient implementation of a deliberate strategy, a project in such a context becomes a process for strategy formulation. Three imperatives for project management arise as a result: managing the explorative phase, managing the involvement of stakeholders in the project, and managing the project in relation to the strategizing process of the firm. We propose that design thinking, a recent evolution in the field of design, can make some important contributions to these imperatives. Design thinking has been highlighted by practitioners as well as academia as a novel methodology that is potentially valuable for improving innovative outcomes, whether they are products, services, or strategies. We examine and articulate these possible contributions through 10 propositions that could form an agenda for future experimentation and empirical research on innovation project management.
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Midler C, Killen CP, Kock A. Project and Innovation Management: Bridging Contemporary Trends in Theory and Practice. Project Management Journal 2016. [DOI: 10.1002/pmj.21587] [Citation(s) in RCA: 22] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/10/2022]
Affiliation(s)
- Christophe Midler
- CNRS and I3 Centre de Recherche en Gestion, Ecole Polytechnique, Palaiseau, France
| | - Catherine P. Killen
- School of Systems, Management and Leadership, Faculty of Engineering and IT, University of Technology Sydney, Australia
| | - Alexander Kock
- Technology and Innovation Management, Technische Universität Darmstadt, Darmstadt, Germany
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Aubry M. Project Management Office Transformations: Direct and Moderating Effects that Enhance Performance and Maturity. Project Management Journal 2015. [DOI: 10.1002/pmj.21522] [Citation(s) in RCA: 25] [Impact Index Per Article: 2.8] [Reference Citation Analysis] [What about the content of this article? (0)] [Affiliation(s)] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/05/2022]
Abstract
This article aims at understanding organizational change through the study of project management office (PMO) transformations. This article suggests that performance resulting from a PMO transformation is moderated by the organizational context, change management, and by changes in coordination mechanisms—control or service orientation. This exploratory study adopted a quantitative methodology involving a sample of 184 PMO changes. It confirms the multifaceted nature of the context involved in a PMO transformation. External events play a key role in triggering change and improving performance. Key findings suggest that increasing the PMO's supportive role improves project performance, business performance, and project management maturity. Conversely, increasing the PMO's control role does not improve performance. This study's major contribution is to provide some empirical evidence concerning organizational change management.
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Affiliation(s)
- Monique Aubry
- School of Business and Management, Université du Québec à Montréal, Montreal, Canada
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Affiliation(s)
- Hans Georg Gemünden
- Technology and Innovation Management, Technische Universität Berlin, Berlin, Germany
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