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Building Information Modeling (BIM) capabilities have been studied at the individual, project, organizational, and even industry levels to ensure the realization of BIM value in the architectural, engineering, construction, and operation industry. However, limited research has focused on a project owner organization perspective to investigate owner BIM capabilities that are required to ensure effective project management and delivery. This present study aims to propose an indicator framework to evaluate owner BIM capabilities at the organizational level.

Leveraging the existing literature on BIM capabilities and synthesizing insights from the resource-based view and information technology capabilities research, this study conceptualizes the BIM capabilities of project owner organizations and offers a framework of indicators for measurement. Semi-structured interviews with BIM experts and a questionnaire survey were conducted to identify key indicators affecting owner BIM capabilities. A six-dimensional structural equation model with 29 indicators was then established.

The findings highlight the multidimensionality of owner BIM capabilities and show that process capabilities play a crucial role in enhancing owner BIM capabilities, while technical capabilities are considered as the least important aspect.

The study sheds light on the key role of project owner organizations in ensuring BIM value and suggests that project owners focus more on the organizational processes of introducing BIM in managing projects.

This study reconceptualizes owner BIM capabilities drawing on the idea of resource-based view and information technology capabilities and highlights the important dimensions and indicators of owner BIM capabilities at the organizational level.

The challenge of unforeseen uncertainties in exploratory projects requires the lead firm in a project alliance to effectively manage exploratory co-innovation. The purpose of this paper is to investigate the types of capabilities a lead firm required in exploratory projects and how these capabilities enable the exploratory innovation of the project alliance.

A multiple-case study was done to provide empirical evidence for the rationale of the capabilities of the lead firm. The provided analysis used abductive reasoning of two typical exploratory projects in China.

This paper identifies two types of capabilities: innovation-related capabilities and network-related capabilities. Furthermore, a process model of the capabilities of the lead firm is developed that enables exploratory co-innovation in a project alliance. The capabilities of the lead firm input varied at four different stages.

Innovation-related capabilities and network-related capabilities could form the foundation for the lead firm in an exploratory project alliance. This will enable an exploratory co-innovation and collaboratively overcome the barriers of exploratory projects.

Although exploratory project attracts extensive attention for its unique characteristics and universal value, there is limited amount of research on the context of joint exploratory projects. This study starts from the role of lead firm in an exploratory project alliance, contributes toward the comprehension of the link between the lead firm’s capabilities and the process of exploratory co-innovation. The findings will be of value in supporting the management of exploratory innovation in a project alliance.

The research finds how much the different types of capabilities influence the performance outcome of a company. A special focus is put on companies that use projects in their daily work; project-orientation is an expanding field, but their capabilities and influence on performance are not enough investigated. The paper aims to discuss these issues.

Quantitative research setting was applied in EU member country Estonia. Survey was carried out with 189 responses.

Interestingly, project-related capabilities are singly more significant to performance than business capabilities. Capabilities mostly influence financial performance and less project performance (PP). Traditional project time/scope/cost management (iron triangle) and project delivery capabilities significantly influence the variance of outcome indicators. Surprisingly, companies should be careful in aligning projects with strategy and pay great attention to teamwork threats, as these present the most negative influence on the outcome in circumstances where they have been conventional benefit factors.

Estonia is a small and innovative country, which makes results generalizable for similar types of countries worldwide and/or neighboring countries with geographical and cultural proximity.

Companies behave in isomorphic environments (e.g. high competition, short new product development cycle, full of imitations, standardized business models), and therefore companies look for ways how to differentiate. Usually, findings that describe a 5 percent variance of outcome gain attention, variables used in this research provide much higher variance (48-83 percent). Due to constant environmental changes, companies should put more focus on project-related capabilities due to their high impact on performance.

Capabilities are complex and not widely researched empirically from different angles, such as project management. This research takes a comprehensive base by involving a large variety of capabilities, including project-specific capabilities, not only a few common large companies' specific capabilities. The capabilities impact on PP is not yet investigated, also the influence from project capabilities on performance is not thoroughly researched.

This study investigates whether corporate sustainability capability (CSC) along with project management maturity (PMM) based capability contribute to perceived organizational success. It also studies how this contribution varies by project type employed in the organization.

The research is based on survey data collected from 66 managers of mostly small service businesses. The survey instrument consisted of a four-part questionnaire with 41 indicators focusing on CSC, maturity in project management knowledge areas and perceived internal and external organizational success. The SEM methodology, GLM (General Linear Model), and ANOVA are used for the analysis of the causal relationship among the indicators. The moderating effect of Project Type is analyzed using the Multi Group Analysis.

The findings demonstrate the impact of the successful integration of corporate sustainability and organizational PMM efforts on organizational success. Project management capability strengthens the effects of sustainability efforts, specifically in economic and social sustainability. Moreover, project type ranging from derivative to breakthrough moderates this effect.

The findings demonstrate the strategic importance of corporate sustainability and its integration with organizational project management, valuing project sustainability management.

The study shows the importance of project management and sustainability capabilities for organizations in managing projects and developing vision, policy, and guidance with stakeholders, leading to organizational success.

This study reveals most success is achieved by maturity in stakeholder management, time, quality, communication and human resource management areas, economic and social sustainability capabilities demonstrated by platform and breakthrough projects.

The project organising literature has increasingly paid attention to the dynamic capabilities required for the development of projects. The current research aims to expand the dynamic capabilities framework by including owner capabilities required throughout the whole project life cycle.

The research uses an interpretive qualitative research approach. Nineteen semi-structured interviews were conducted with the key actors of a social infrastructure project.

The findings suggest that the expansion of the dynamic capabilities framework to include owner capabilities required throughout a project life cycle could positively impact the success of a project. “Transformational capabilities” are recommended to enable the owner to overcome challenges and lead the evolution towards project organisations that are capable of transforming its outputs into beneficial use.

Existing research on dynamic capabilities does not address the particular challenges of social infrastructure projects such as housing. The current research fills this gap by exposing the challenges experienced by owners in the development of certain capabilities and their impact on the performance of a project.

The purpose of the paper is to shed light on the output of project management (PM) dynamic capabilities Specifically, the study investigates what effect PM dynamic capabilities have on company performance, both directly and indirectly, through the mediation effect of project and portfolio performance. Additionally, it tests whether program performance might also mediate the relationship.

The hypotheses were tested using partial least squares with a sample of 63 international firms that engage in projects globally.

The main finding of this research is that PM dynamic capabilities do not influence firm performance directly but do so indirectly by increasing firms' performance in projects, programs and portfolios. Both project and portfolio performance have a mediation effect on the relationship between dynamic capabilities and firm performance, but portfolio performance absorbs all this effect when the two performances are in the model.

This paper sheds light on the link between dynamic capabilities and firm performance. It tests the real outcome of dynamic capabilities by making an explicit distinction between firm performance at three intermediate levels (project, program and portfolio) and overall firm performance. Moreover, it opens the black box of dynamic capabilities and empirically operationalizes the theoretical model of sensing-seizing-transforming as the three constituting routines of dynamic capabilities.

Project alliancing – a project delivery model used in delivering complex projects – demands new organizational capabilities for successful project implementation. The purpose of this paper is to define the concept of project alliance (PA) capability and to identify the elements that constitute an organization’s PA capability.

This study provides empirical evidence of PA capability based on an investigation of participants’ experiences of Finnish construction and infrastructure alliance projects. The adopted research approach is qualitative and inductive.

The paper conceptualizes PA capability and defines the elements that constitute an organization’s PA capability, including important activities in the pre-formation, development and post-formation phases of PAs and the contractual, behavioral, relational, and operational skills that organizations need for successful alliance project initiation and implementation.

The identified alliance project activities are targets for routinization and best practices that organizations can deploy from one project to another. The identified skills indicate areas in which organizations should build and develop expertise.

There is limited empirical research on the elements defining an organization’s capability to bid, manage and operate in alliance projects. This study presents some preliminary thoughts to augment knowledge of the successful initiation and management of alliance projects and to suggest why some organizations may be more successful than others in alliance projects.

There has been a growing interest in the field of strategic management to understand the relationship between the organizational capabilities of firms and (a) the direction of strategies pursued and (b) the impact on competitive performance. Much of this literature has been influenced by the resource-based view of the firm. As indicated in early formulations of this theory, one implication is that the organization of resources is equally important as the resources themselves. Accordingly, the organizational and integration of resources and knowledge can be viewed as a core facet of the organizational capabilities of firms that are difficult to imitate for competitors. This paper explores a particular kind of organization referred to as the “P-form corporation” (Project-Form), its organizational capabilities and options for strategic alternatives. The chapter addresses three broad questions: (1) What are the main characteristics of P-form corporations? (2) What are the capabilities acquired and developed by P-form corporations and how are these acquired? (3) How do these capabilities vary across different strategic alternatives in the P-form corporation? The chapter concludes with a discussion about the implications for strategy and management.

This chapter clarifies our understanding of the project-based firm (PBF) by sharpening the theoretical foundations of project capabilities. It emphasizes the differences between project capabilities that eliminate variance in project outcomes (to control costs and add value) and economies of scale that reduce costs across multiple projects. It also highlights how the different ways in which value is captured by project-based organizations can feedback to influence how these capabilities and scale economies are generated. This opens up new typologies of project-based organizations, with implications for theory and practice.

Flexibility and efficiency are dual attributes of the organizational structure that are crucial for project-driven enterprises to achieve sustainable development in a dynamic environment. However, there is a lack of research on the patterns by which the dual attributes of a project-driven enterprise’s organizational structure affect business model innovation. Employing organizational theory, this study aims to assess the mediating mechanisms and dynamic capabilities through which the dual attributes of the organizational structure influence business model innovation in project-driven enterprises.

Data were collected from 242 employees from four project-driven companies across 26 cities (e.g. Beijing, Tianjin, Guangzhou and Shenzhen) in China. Structural equation modeling revealed the relationship between organizational structure’s dual attributes and business model innovation.

The findings show that the dual attributes (flexibility and efficiency) of the organizational structure have positive impacts on business model innovation. Moreover, dynamic capabilities mediate the relationship between the dual attributes and business model innovation in project-driven enterprises.

This study provides contributions to innovation research in the context of project-driven enterprises by revealing the influence of organizational structure on business model innovation through the firms’ dynamic capabilities. Such knowledge can enable managers of project-driven enterprises to develop effective interventions to promote business model innovation.