Project management logics for agile public strategic management

Propositions from the literature and a research agenda

Dados Bibliográficos

ID12839199
AutoresAndrea Bonomi Savignon (0000-0003-0677-3381, University of Rome Tor Vergata), Lorenzo Costumato (0000-0002-5027-7636, University of Rome Tor Vergata, autor correspondente)
EditoresCaroline Fischer (0000-0001-5870-4498), Oliver Neumann (0000-0002-0988-9729)
Ano2024
Volume29
Fascículo2
Páginas153-178
Data de publicação2024-05-31
Peer ReviewedSim
Open AccessSim
TipoARTICLE
PeriódicoInformation Polity (JOURNAL)
Identificadores do periódicoISSN: 1875-8754 • E-ISSN: 1570-1255
EditoraIOS Press (PUBLISHER • NL)
DOI10.3233/ip-230061
OpenAlexW4399211370
IdiomaEN
Citações recebidas1
Referências citadas85

In this paper, we call for an integration of project management logics within the now mature field of public strategic management, to analyze the potential contribution of projects in terms of increased strategic agility, in a context where traditional strategic planning and management tools and approaches are increasingly seen at risk of not being responsive enough to rapidly changing external conditions. To pursue this objective, we carry out a problematizing literature review on the two streams, by incorporating journal and book contributions from the last 30 years on Web of Science Database. 509 contributions have been quantitatively and qualitatively analyzed to answer two interconnected research questions: What is the state of the art in the literature on the interactions between project management and public strategic management? And, how can project management logics be integrated within traditional strategic planning and management processes in the public sector in order to achieve strategic agility? We find that, until today, public management literature has only sporadically dealt with the potential influence of project management logics on strategic management and, more in detail, strategy implementation. Furthermore, the review enables a discussion of five organizational drivers fostering an agile approach in public strategy implementation. Using a narrative approach, they then lead to the formulation of five researchable propositions. We conclude by proposing an updated model of the strategic planning and management cycle in the public sector, factoring in potential agile practices and feedback mechanisms induced by incorporating project logics in the implementation of strategy

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