Dynamic capabilities: innovation project portfolio management

Catherine P. Killen; Robert A. Hunt; Elko J. Kleinschmidt

Dynamic capabilities: innovation project portfolio management

Catherine P. Killen, Robert A. Hunt, Elko J. Kleinschmidt

Macquarie Graduate School of Management

Research output: Chapter in Book/Report/Conference proceeding › Conference proceeding contribution › peer-review

Abstract

Innovation Project Portfolio Management (IPPM) practices are a dynamic capability that provides competitive advantage by dynamically adjusting the organisation’s portfolio of projects and resource allocation profile for the best innovation outcomes. A relatively new body of empirical research into IPPM practices is starting to generate findings related to IPPM practices and innovation outcomes. However this research is fragmented and lacks a unifying theoretical base. The resource-based view of strategy, in particular the dynamic capabilities approach, provides a theoretical framework to unify IPPM research. A ‘processes, positions and paths’ perspective on IPPM practices helps to clarify the ways that IPPM practices contribute to competitive advantage. Existing empirical research into the processes used for IPPM reveals some links to innovation outcomes, but does not try to explain causality. Improved understanding of the mechanisms responsible for competitive advantage through IPPM practices is found in research on positions (how IPPM processes draw upon and contribute to the underlying resource position) and paths (the role of past decisions and organisational paths in shaping IPPM processes as well as future options and decisions).

Original language	English
Title of host publication	Managing our intellectual and social capital
Subtitle of host publication	proceedings of the 21st ANZAM Conference, 4-7 December 2007, Sofitel Wentworth, Sydney
Editors	Ross Chapman
Place of Publication	Canning Bridge, W.A.
Publisher	Promaco Conventions
Pages	1-14
Number of pages	14
ISBN (Print)	1863081402
Publication status	Published - 2007
Event	Australian and New Zealand Academy of Management Conference (21st : 2007) - Sydney, Australia Duration: 4 Dec 2007 → 7 Dec 2007

Conference

Conference	Australian and New Zealand Academy of Management Conference (21st : 2007)
Country/Territory	Australia
City	Sydney
Period	4/12/07 → 7/12/07

Keywords

project portfolio management
innovation
strategy
dynamic capabilities
resource-based view
exploration and exploitation

Cite this

@inproceedings{7db5e4e26eee4a5cb45d82904abb77fd,

title = "Dynamic capabilities: innovation project portfolio management",

abstract = "Innovation Project Portfolio Management (IPPM) practices are a dynamic capability that provides competitive advantage by dynamically adjusting the organisation{\textquoteright}s portfolio of projects and resource allocation profile for the best innovation outcomes. A relatively new body of empirical research into IPPM practices is starting to generate findings related to IPPM practices and innovation outcomes. However this research is fragmented and lacks a unifying theoretical base. The resource-based view of strategy, in particular the dynamic capabilities approach, provides a theoretical framework to unify IPPM research. A {\textquoteleft}processes, positions and paths{\textquoteright} perspective on IPPM practices helps to clarify the ways that IPPM practices contribute to competitive advantage. Existing empirical research into the processes used for IPPM reveals some links to innovation outcomes, but does not try to explain causality. Improved understanding of the mechanisms responsible for competitive advantage through IPPM practices is found in research on positions (how IPPM processes draw upon and contribute to the underlying resource position) and paths (the role of past decisions and organisational paths in shaping IPPM processes as well as future options and decisions).",

keywords = "project portfolio management, innovation, strategy, dynamic capabilities, resource-based view, exploration and exploitation",

author = "Killen, {Catherine P.} and Hunt, {Robert A.} and Kleinschmidt, {Elko J.}",

year = "2007",

language = "English",

isbn = "1863081402",

pages = "1--14",

editor = "Ross Chapman",

booktitle = "Managing our intellectual and social capital",

publisher = "Promaco Conventions",

note = "Australian and New Zealand Academy of Management Conference (21st : 2007) ; Conference date: 04-12-2007 Through 07-12-2007",

}

Killen, CP, Hunt, RA & Kleinschmidt, EJ 2007, Dynamic capabilities: innovation project portfolio management. in R Chapman (ed.), Managing our intellectual and social capital: proceedings of the 21st ANZAM Conference, 4-7 December 2007, Sofitel Wentworth, Sydney. Promaco Conventions, Canning Bridge, W.A., pp. 1-14, Australian and New Zealand Academy of Management Conference (21st : 2007), Sydney, New South Wales, Australia, 4/12/07.

Dynamic capabilities: innovation project portfolio management. / Killen, Catherine P.; Hunt, Robert A.; Kleinschmidt, Elko J.
Managing our intellectual and social capital: proceedings of the 21st ANZAM Conference, 4-7 December 2007, Sofitel Wentworth, Sydney. ed. / Ross Chapman. Canning Bridge, W.A.: Promaco Conventions, 2007. p. 1-14.

Research output: Chapter in Book/Report/Conference proceeding › Conference proceeding contribution › peer-review

TY - GEN

T1 - Dynamic capabilities

T2 - Australian and New Zealand Academy of Management Conference (21st : 2007)

AU - Killen, Catherine P.

AU - Hunt, Robert A.

AU - Kleinschmidt, Elko J.

PY - 2007

Y1 - 2007

N2 - Innovation Project Portfolio Management (IPPM) practices are a dynamic capability that provides competitive advantage by dynamically adjusting the organisation’s portfolio of projects and resource allocation profile for the best innovation outcomes. A relatively new body of empirical research into IPPM practices is starting to generate findings related to IPPM practices and innovation outcomes. However this research is fragmented and lacks a unifying theoretical base. The resource-based view of strategy, in particular the dynamic capabilities approach, provides a theoretical framework to unify IPPM research. A ‘processes, positions and paths’ perspective on IPPM practices helps to clarify the ways that IPPM practices contribute to competitive advantage. Existing empirical research into the processes used for IPPM reveals some links to innovation outcomes, but does not try to explain causality. Improved understanding of the mechanisms responsible for competitive advantage through IPPM practices is found in research on positions (how IPPM processes draw upon and contribute to the underlying resource position) and paths (the role of past decisions and organisational paths in shaping IPPM processes as well as future options and decisions).

AB - Innovation Project Portfolio Management (IPPM) practices are a dynamic capability that provides competitive advantage by dynamically adjusting the organisation’s portfolio of projects and resource allocation profile for the best innovation outcomes. A relatively new body of empirical research into IPPM practices is starting to generate findings related to IPPM practices and innovation outcomes. However this research is fragmented and lacks a unifying theoretical base. The resource-based view of strategy, in particular the dynamic capabilities approach, provides a theoretical framework to unify IPPM research. A ‘processes, positions and paths’ perspective on IPPM practices helps to clarify the ways that IPPM practices contribute to competitive advantage. Existing empirical research into the processes used for IPPM reveals some links to innovation outcomes, but does not try to explain causality. Improved understanding of the mechanisms responsible for competitive advantage through IPPM practices is found in research on positions (how IPPM processes draw upon and contribute to the underlying resource position) and paths (the role of past decisions and organisational paths in shaping IPPM processes as well as future options and decisions).

KW - project portfolio management

KW - innovation

KW - strategy

KW - dynamic capabilities

KW - resource-based view

KW - exploration and exploitation

M3 - Conference proceeding contribution

SN - 1863081402

SP - 1

EP - 14

BT - Managing our intellectual and social capital

A2 - Chapman, Ross

PB - Promaco Conventions

CY - Canning Bridge, W.A.

Y2 - 4 December 2007 through 7 December 2007

ER -

Dynamic capabilities: innovation project portfolio management

Abstract

Conference

Keywords

Fingerprint

Cite this