Project governance and its role in enabling organizational strategy implementation: A systematic literature review |
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| Affiliation: | 1. Department of Leadership and Organizational Behaviour, BI Norwegian Business School, Nydalsveien 37, 0484 Oslo, Norway;2. Copenhagen Business School, Department of Organization, Denmark;3. Chinese Academy of Social Sciences, Institute for Industrial Economics, Beijing, China;1. BI Norwegian Business School, Department of Leadership & Organizational Behaviour, Nydalsveien 37, Oslo, 0442, Norway;2. Fudan University, School of Management, Department of Management Science, 670 Guoshun Rd, Shanghai, China;3. Chinese Academy of Social Sciences, Institute for Industrial Economics, Beijing, China;1. University of Southern Denmark, Centre for Integrative Innovation Management, Campusvej 55, DK-5250 Odense M, Denmark;2. Åbo Akademi University, Laboratory of Industrial Management, Biskopsgatan 8, 20500 Åbo, Finland;3. University of Agder, Department of Working Life and Innovation, 4879 Grimstad, Norway;1. Department of Business and Management, LUISS University, Viale Romania, 32, 00197 Rome (RM), Italy;2. Alliance Manchester Business School, The University of Manchester, Booth Street West, Manchester, M15 6PB, UK;3. The Bartlett School of Sustainable Construction, University College London, London WC1E 7HB, UK |
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| Abstract: | Project governance is widely recognized to be among the most critical factors for successful project delivery and benefits realization. However, the literature on project governance is fragmented and, despite past efforts by researchers in the field, there is yet a lack of consensus on what project governance is and the fundamental elements it constitutes. Furthermore, although project governance occupies the prime position to ensure that projects are aligned with organizational strategic objectives, the guidelines for how project governance can enable organizational strategy implementation through projects is a crucial yet under-researched area in the literature. Accordingly, building on the insights from past reviews and an initial scoping study, a systematic literature review was conducted on project governance examining and comparing 271 publications from both academic and professional literatures. The findings of this study build upon the efforts of its predecessors to shed light on the discourse on project governance pertaining to its definition, theoretical underpinnings, forms, and role in enabling organizational strategy implementation. Furthermore, a typology of projects is proposed to help link project governance guidelines to specific project contexts. Finally, future research directions for progressing the theoretical and practical understanding of project governance are identified. |
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| Keywords: | Project governance Governance of projects Strategy Systematic literature review |
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