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.
The paper brings together the literature on project, program and portfolio value creation to inform a case study conducted with engaged scholarship research methods.
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.
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.
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.
The study provides new insights on value and decision logic through in-depth analysis of value creation in a program of culture projects.
The research was funded by rethinkIMPACTS 2017, a strategic collaboration project between the Aarhus 2017 foundation and Aarhus University conducting a formative and research-based evaluation of Aarhus 2017. This article forms part of a special section “Exploring processual and critical avenues at the crossroad of entrepreneurship and project management”, guest edited by Olivier Germain and Monique Aubry.
Laursen, M. and Killen, C. (2019), "Programming for holistic value creation: collaboration, coordination and perception", International Journal of Managing Projects in Business, Vol. 12 No. 1, pp. 71-94. https://doi.org/10.1108/IJMPB-01-2017-0009Download as .RIS
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