Gaining and Losing Organizational Capability to Manage Projects

Activity: Talk or presentationScience to science


Organizations under pressure to improve their competitive position (private sector) or justify notions of "best value" (public and third sector), could be expected to reconfigure their resources and adopt "promising practices." The resource-based view provides a useful lens with which to examine these responses to organizational pressures, combining as it does both economic and managerial issues. This is applied to a longitudinal study of four project-intensive organizations and their capability to manage and deliver projects. The study shows that whilst the rhetoric of "continuous improvement" is always present and there are plenty of instances where resources were reconfigured to provide improvement, there were also plenty of examples of where a reconfiguration provided a loss of capability. The policies and practices that led to both the improvements and the loss of capabilities are examined with the objective of joining a conversation at conference about capability gain and loss, and specifically how capability can be preserved during times of economic pressure and loss of key human resources. The paper concludes that whilst there is plenty of evidence of capability improvement in organizations, there is also plenty to suggest that those who research into, consult, train and help to develop organizations will benefit from the repeated cycles of increase and loss of capabilities for the foreseeable future.
Period19 Jun 201122 Jun 2011
Event titleIRNOP
Event typeUnkonwn
Degree of RecognitionInternational