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On the other hand, I also found projects during the data collection phase that were not well-aligned with the business strategy but turned out to be successful. Those projects were initiated under special circumstances and were either regulatory projects or fulfilled immediate operational needs.

In this study, I explained an inductive logic process—from specific to general practices—as a means to derive the propositions. The general process of developing these propositions was based on case study research, which heavily used within-case, cross-case, and content analyses. Similarly, I used inductive logic to develop an overview describing the mediating processes at different levels.

The general process was based on a case study research and used within-case and cross-case analyses. The framework resulting from this analysis explains the alignment process at the strategic level, the project level, and the corrective emergent feedback level, as well as captures the interrelationships project management and business strategy. This study expands on previous, mostly anecdotal work by incorporating a rigorous theoretical approach into the proposed framework.

Although Jamieson and Morris identify strategic planning, portfolio management, and emergent approach as important steps in the alignment process, with information that supports this research, they do not provide a framework and do not position their research as a set of case studies or as a theoretical foundation for alignment.

Furthermore, Turner and Simister argue, conceptually and without an empirical validation, that portfolio management is an important step in aligning projects with the business strategy. In comparison with the existing literature, the framework contributes three elements:. Although Eisenhardt b argues that four-to-ten cases provide a sufficient range of measure and for analytic generalizations, one major limitation in the study is the relatively small number of cases that I used to develop the framework 8 cases.

This study may also suffer from a bias of company management views. However, I was able to minimize any such bias by using multiple data sources review of related documents received from companies, the existing literature among others and validating the findings with a panel of experts. The research findings and limitations suggest the following directions for future research regarding project alignment.

First, the alignment measurement methodology deserves further empirical study. If that is done in a comprehensive manner, it would be possible to standardize the measurement and create a framework for comparative studies of the alignment of various business strategy types and project types. That would also enable further studies to determine the degree of alignment required under different circumstances to assure project and business success.

Linking project management with business strategy

This contingency approach should also be applied in the next study. Needed is a large sample study that focuses on the quantitative correlations of various strategy types and project management elements. Archer, N. An integrated framework for project portfolio selection. International Journal of Project Management, 17 4 , — Artto, K. Strategic business management through multiple projects.

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Bard, J. Boyer, K. Strategic consensus in operations strategy.

Handbook of Strategic e-Business Management

Journal of Operations Management, 17 3 , — Boynton, A. An assessment of critical success factors. Sloan Management Review, 25 4 , 17 — Chan, Y. Strategic information systems alignment. Business Quarterly, 58 1 , 51 — Conant, J. Strategic types, distinctive marketing competencies and organizational performance: A multiple measures-based study. Strategic Management Journal, 11 5 , — Cooper, R. Technology Management, 20 — Portfolio management for new products.

Reading, MA: Perseus Books. Eisenhardt, K. Politics of strategic decision making in the high velocity environments: Toward a mid range theory. Academy of Management Journal, 31 4 , — Making fast strategic decision in high-velocity environments. Academy of Management Journal, 32 3 , — Building theories from case study research. Academy of Management Review, 14 4 , — Englund, R.

From experience: Linking projects to strategy. The Journal of Product Innovation Management, 16 1 , 52 — Hamel, G. Strategic intent. Harvard Business Review, 67 2 , 92 — Harris, J. Optimizing product development through pipeline management. Rosenau Ed. New York: Wiley.

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Harrison, J. John, C. Strategic management of organizations and stakeholders 2nd ed. Hartman, F. Hill, C. Differentiation versus low cost or differentiation and low cost: A contingency framework. Academy of Management Review, 13 3 , — Jamieson, A. Moving from corporate strategy to project strategy. Morris and J. Kald, M.

On strategy and management control: The importance of classifying business. British Journal of Management, 11, — Kathuria, R. Quality and work force management practices: The managerial performance implication. Production and Operations Management, 10 4 , — Kim, L. Environment, generic strategies, and performance in a rapidly developing country: A taxonomic approach. Luftman, J. Transforming the enterprise: the alignment of business and information technology strategies.

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New York: West. Miller, A. Journal of Management Studies, 30 4 , — Miller, D. Organizational Studies, 7 1 , 37 — Milosevic, D. Project management toolbox: Tools and techniques for the practicing project manager. Papke-Shields, K. Journal of Operations Management, 19 1 , 5 — Pinto, J. Technovation, 9 1 , 49 — Phillips, L. Product quality, cost position, and business performance: A test of some key hypotheses. Journal of Marketing, 47 2 , 26 — Reitsperger, W.

Product quality and cost leadership: Compatible strategies? Management International Review, 33 1 , 7 — Shenhar, A. Strategic project management: The new framework. Portland, OR, 2 , One size does not fit all projects: Exploring classical contingency domains. Project success: A multidimensional strategic concept. Long Range Planning, 34 6 , Srivannaboon, S. The process of translating business strategy in project actions. Slevin, D. Thompson, A. Crafting and implementing strategy. Chicago: Irwin. Treacy, M. The discipline of market leaders.