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Abstract:
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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). |
