Programming for holistic value creation: collaboration, coordination and perception

Laursen, M; Killen, CP

Programming for holistic value creation: collaboration, coordination and perception

Laursen, M Killen, CP

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Publisher:: Emerald
Publication Type:: Journal Article
Citation:: International Journal of Managing Projects in Business, 2019, 12, (1), pp. 71-94
Issue Date:: 2019-01-01

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Field	Value	Language
dc.contributor.author	Laursen, M
dc.contributor.author	Killen, CP
dc.date.accessioned	2020-05-14T06:35:12Z
dc.date.available	2020-05-14T06:35:12Z
dc.date.issued	2019-01-01
dc.identifier.citation	International Journal of Managing Projects in Business, 2019, 12, (1), pp. 71-94
dc.identifier.issn	1753-8378
dc.identifier.issn	1753-8386
dc.identifier.uri	http://hdl.handle.net/10453/140720
dc.description.abstract	© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to holistically explore value creation approaches in a program of cultural projects to inform the practices of project/program management in both public and private sectors. Design/methodology/approach: The paper brings together the literature on project, program and portfolio value creation to inform a case study conducted with engaged scholarship research methods. Findings: Three themes of value creation are revealed: managing collaboration, coordination and perception. Effectuation and causation are both observed, demonstrating that a combination of logics underpin decision making in projects. Research limitations/implications: The results are based on a single case in a cultural context. Further research is needed to determine whether the observed value creation themes apply more generally, and to explore more deeply the use of logics associated with entrepreneurship in project decision making. Practical implications: The study reveals several non-commercial aspects of value creation that may play a role across a range of project environments. Practitioners may be able to recognize a wider range of value creation and to better nurture these previously unacknowledged types of value. Originality/value: The study provides new insights on value and decision logic through in-depth analysis of value creation in a program of culture projects.
dc.language	en
dc.publisher	Emerald
dc.relation.ispartof	International Journal of Managing Projects in Business
dc.relation.isbasedon	10.1108/IJMPB-01-2017-0009
dc.rights	info:eu-repo/semantics/openAccess
dc.rights	This article is (c) Emerald Group Publishing and permission has been granted for this version to appear here - https://dx.doi.org/10.1108/IJMPB-01-2017-0009. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.	en_US
dc.subject	12 Built Environment and Design, 15 Commerce, Management, Tourism and Services
dc.title	Programming for holistic value creation: collaboration, coordination and perception
dc.type	Journal Article
utslib.citation.volume	12
utslib.for	12 Built Environment and Design
utslib.for	15 Commerce, Management, Tourism and Services
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
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Systems, Management and Leadership
utslib.copyright.status	open_access	*
pubs.consider-herdc	false
dc.date.updated	2020-05-14T06:35:08Z
pubs.issue	1
pubs.publication-status	Accepted
pubs.volume	12
utslib.start-page	71
utslib.citation.issue	1

Abstract:

© 2018, Emerald Publishing Limited. Purpose: The purpose of this paper is to holistically explore value creation approaches in a program of cultural projects to inform the practices of project/program management in both public and private sectors. Design/methodology/approach: The paper brings together the literature on project, program and portfolio value creation to inform a case study conducted with engaged scholarship research methods. Findings: Three themes of value creation are revealed: managing collaboration, coordination and perception. Effectuation and causation are both observed, demonstrating that a combination of logics underpin decision making in projects. Research limitations/implications: The results are based on a single case in a cultural context. Further research is needed to determine whether the observed value creation themes apply more generally, and to explore more deeply the use of logics associated with entrepreneurship in project decision making. Practical implications: The study reveals several non-commercial aspects of value creation that may play a role across a range of project environments. Practitioners may be able to recognize a wider range of value creation and to better nurture these previously unacknowledged types of value. Originality/value: The study provides new insights on value and decision logic through in-depth analysis of value creation in a program of culture projects.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/140720