Improving performance in project-based management: synthesizing strategic theories

Cullen, Karessa and Parker, David W. (2015) Improving performance in project-based management: synthesizing strategic theories. International Journal of Productivity and Performance Management, 64 5: 608-624. doi:10.1108/IJPPM-02-2014-0031

Attached Files (Some files may be inaccessible until you login with your UQ eSpace credentials)
Name Description MIMEType Size Downloads

Author Cullen, Karessa
Parker, David W.
Title Improving performance in project-based management: synthesizing strategic theories
Journal name International Journal of Productivity and Performance Management   Check publisher's open access policy
ISSN 1741-0401
1758-6658
Publication date 2015
Sub-type Article (original research)
DOI 10.1108/IJPPM-02-2014-0031
Open Access Status
Volume 64
Issue 5
Start page 608
End page 624
Total pages 17
Place of publication Bingley, United Kingdom
Publisher Emerald Group Publishing
Collection year 2016
Language eng
Formatted abstract
Purpose: The purpose of this paper is to explore benefits and issues of integrating the theory of constraints (TOC), resource-based view (RBV) and resource-dependence theory (RDT) with conventional project-based management frameworks.

Design/methodology/approach: Extant literature is used to develop a conceptual framework of an integrated model that will be tested for applied robustness. The model has been applied to published projects to identify its strengths and weaknesses.

Findings: The work shows important implications for improved success of projects from the use of TOC, RBV and RDT.

Research limitations/implications: While TOC, RBV and RDT are well established in the context of organization theory, there is limited application in project management. Moreover, the model has yet to be applied in the field. The hypotheses identified in this research are currently being tested using empirical investigation.

Practical implications:The research falls short in addressing some resources, e.g. innovation, tacit knowledge and decision-making methods in traditional project management context. Therefore, identifying these critical resources in future work and exploiting them as the means of improving project performance would enhance the success of project-based management.

Social implications: Project management is an emergent discipline and a project is temporary in nature. Therefore, new ideas and development of theories for project management practices are required. This innovative research, for example, may change the way projects are executed in future.

Originality/value: This paper examines the components of a successful project according to the iron triangle, i.e. scope, quality, time and cost. However, through the application of TOC, RBV and RDT into an integrated project-based management framework gives new insights to resources management.
Keyword Performance management
Project management
Resource management
Theory
Q-Index Code C1
Q-Index Status Confirmed Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collections: Official 2016 Collection
UQ Business School Publications
 
Versions
Version Filter Type
Citation counts: Scopus Citation Count Cited 0 times in Scopus Article
Google Scholar Search Google Scholar
Created: Tue, 19 May 2015, 14:52:54 EST by Karen Morgan on behalf of UQ Business School