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The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success

The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success
The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success
Some studies suggest that organizational ambidexterity is best orchestrated through individual projects. However, stand-alone individual projects are relatively limited in scope, while suffering from susceptibilities to horizontal and vertical segmentation. This may render them poorly suited to serve as conduits for organizational ambidexterity. By contrast, organisations which deliver projects in portfolios, often in order to maximise resource utilisation, may discern that these also provide better conduits for organisational ambidexterity. This study examines not only the extent to which project portfolio management (PPM) practices impact orchestrations of organizational ambidexterity, but also whether these orchestrated PPM practices impact further lead to superior project performance. Data were collected from one hundred and sixty PPM stakeholders spread across eight countries in the Middle East November 2016 to January 2017. The study finds portfolios performance to be strongly and highly correlated with organizational ambidexterity. Furthermore, the more organizations exhibited efficient project-portfolio-management practice, the more they were found to develop ambidextrous capabilities.
organisational ambidexterity, project portfolio management (ppm), projects, project performance
0953-7287
Ojiako, Udechukwu
39f57398-8b7b-422c-9186-6a87c75e0f8f
Petro, Yacoub
3cfc7164-8872-41bd-b6c8-1a7905259362
Marshall, Alasdair
93aa95a2-c707-4807-8eaa-1de3b994b616
Williams, Terence
97ef61a6-84e3-4490-8c06-61cad1b729e3
Ojiako, Udechukwu
39f57398-8b7b-422c-9186-6a87c75e0f8f
Petro, Yacoub
3cfc7164-8872-41bd-b6c8-1a7905259362
Marshall, Alasdair
93aa95a2-c707-4807-8eaa-1de3b994b616
Williams, Terence
97ef61a6-84e3-4490-8c06-61cad1b729e3

Ojiako, Udechukwu, Petro, Yacoub, Marshall, Alasdair and Williams, Terence (2021) The impact of project portfolio management practices on the relationship between organizational ambidexterity and project performance success. Production Planning & Control. (doi:10.1080/09537287.2021.1909168).

Record type: Article

Abstract

Some studies suggest that organizational ambidexterity is best orchestrated through individual projects. However, stand-alone individual projects are relatively limited in scope, while suffering from susceptibilities to horizontal and vertical segmentation. This may render them poorly suited to serve as conduits for organizational ambidexterity. By contrast, organisations which deliver projects in portfolios, often in order to maximise resource utilisation, may discern that these also provide better conduits for organisational ambidexterity. This study examines not only the extent to which project portfolio management (PPM) practices impact orchestrations of organizational ambidexterity, but also whether these orchestrated PPM practices impact further lead to superior project performance. Data were collected from one hundred and sixty PPM stakeholders spread across eight countries in the Middle East November 2016 to January 2017. The study finds portfolios performance to be strongly and highly correlated with organizational ambidexterity. Furthermore, the more organizations exhibited efficient project-portfolio-management practice, the more they were found to develop ambidextrous capabilities.

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ambidexterity - ppm - project success performance - 23-03-21 - full - Accepted Manuscript
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More information

Accepted/In Press date: 23 March 2021
e-pub ahead of print date: 26 April 2021
Keywords: organisational ambidexterity, project portfolio management (ppm), projects, project performance

Identifiers

Local EPrints ID: 448023
URI: http://eprints.soton.ac.uk/id/eprint/448023
ISSN: 0953-7287
PURE UUID: b14b2a1f-15ac-4258-9831-b9bdafe532d6
ORCID for Alasdair Marshall: ORCID iD orcid.org/0000-0002-9789-8042

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Date deposited: 29 Oct 2023 13:08
Last modified: 06 Jun 2024 04:22

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Contributors

Author: Udechukwu Ojiako
Author: Yacoub Petro
Author: Terence Williams

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