Cues: How power influences behaviour in project portfolio management

Wynn, C; Smith, L; Killen, CP

Cues: How power influences behaviour in project portfolio management

Wynn, C Smith, L Killen, CP

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Publication Type:: Conference Proceeding
Citation:: Australia and New Zealand Academy of Management (ANZAM) 2016, 2016, pp. 1 - 15
Issue Date:: 2016-01-01

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Field	Value	Language
dc.contributor.author	Wynn, C	en_US
dc.contributor.author	Smith, L	en_US
dc.contributor.author	Killen, CP https://orcid.org/0000-0002-2370-7856	en_US
dc.date	2016-12-06	en_US
dc.date.issued	2016-01-01	en_US
dc.identifier.citation	Australia and New Zealand Academy of Management (ANZAM) 2016, 2016, pp. 1 - 15	en_US
dc.identifier.uri	http://hdl.handle.net/10453/120171
dc.description.abstract	Project portfolio management (PPM) is a dynamic management activity that seeks to align an organisation’s strategy with its portfolio of projects by selecting and delivering a suitable combination of projects. Though PPM processes are often adopted, outcomes vary and poor decisions are common. While there are many reasons why this might occur, we focus on the influence of power on PPM decision making, in particular the effects of indirect power. We examine models of decision making and argue that power shapes context, and provides actors with cues that encourages behaviour in frame appropriate ways. Specific behavioural cues are identified, and the need for further research is made.	en_US
dc.relation.ispartof	Australia and New Zealand Academy of Management (ANZAM) 2016	en_US
dc.relation.ispartof	Australia and New Zealand Academy of Management	en_US
dc.title	Cues: How power influences behaviour in project portfolio management	en_US
dc.type	Conference Proceeding
utslib.location.activity	Brisbane, Australia	en_US
utslib.for	150307 Innovation and Technology Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building/School of Built Environment
utslib.copyright.status	open_access
pubs.consider-herdc	false	en_US
pubs.finish-date	2016-12-09	en_US
pubs.publication-status	Accepted	en_US
pubs.start-date	2016-12-06	en_US

Abstract:

Project portfolio management (PPM) is a dynamic management activity that seeks to align an organisation’s strategy with its portfolio of projects by selecting and delivering a suitable combination of projects. Though PPM processes are often adopted, outcomes vary and poor decisions are common. While there are many reasons why this might occur, we focus on the influence of power on PPM decision making, in particular the effects of indirect power. We examine models of decision making and argue that power shapes context, and provides actors with cues that encourages behaviour in frame appropriate ways. Specific behavioural cues are identified, and the need for further research is made.

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http://hdl.handle.net/10453/120171