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Enhancing value capture by managing risks of value slippage in and across projects

Published on Jan 1, 2019in International Journal of Project Management4.69
· DOI :10.1016/j.ijproman.2018.12.007
Marina Bos-de Vos1
Estimated H-index: 1
(TU Delft: Delft University of Technology),
Leentje Volker8
Estimated H-index: 8
(TU Delft: Delft University of Technology)
+ 0 AuthorsHans Wamelink3
Estimated H-index: 3
(TU Delft: Delft University of Technology)
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Abstract
Abstract Project-based firms have to capture value from the projects in which they engage. This can be challenging as firms need to reconcile project goals and organizational goals while attempting to avoid the slippage of value to other actors. Drawing on interviews with architects and clients, this research reveals how architectural firms used the strategies of postponing financial revenues in a project , c ompensating for loss of financial revenues across projects and rejecting a project to accept or mitigate the slippage of financial value, and to avoid the potential slippage of professional value in projects. With these strategies firms attempt to enhance their overall benefits. The study contributes to the literature on project business by showing how a more nuanced conceptualization of value slippage is particularly helpful to theoretically explain and practically manage the value capture of project-based firms through both single project and project portfolio decisions.
  • References (52)
  • Citations (1)
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References52
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Published on Jun 19, 2018
Marina Bos-de Vos1
Estimated H-index: 1
Architectural firms can be regarded as creative professional service firms. As such, architects need to navigate creative, professional and commercial goals, while simultaneously attempting to fulfil client, user and societal needs. This complex process is becoming increasingly difficult, as the historically established role of architects has become more blurred, contested and heterogeneous. While attempting to reclaim their role or to take on new roles in collaborations with other actors, archi...
Published on Mar 1, 2017in Scandinavian Journal of Management1.42
Beatrice Manzoni2
Estimated H-index: 2
(Bocconi University),
Leentje Volker8
Estimated H-index: 8
(TU Delft: Delft University of Technology)
Abstract Despite their business relevance, creative professional service firms are under-researched, in particular with regard to how they compete for work. Competing for work is key to survival, but also extremely challenging due to the complexity of the services offered. In this paper we use a paradox framework to investigate the opposing demands that creative professional service firms experience when competing for work. Based on a set of semi-structured interviews in the context of architect...
Published on Feb 1, 2017in Industrial Marketing Management4.78
Michael Burkert3
Estimated H-index: 3
(University of Fribourg),
Bjoern S. Ivens8
Estimated H-index: 8
+ 1 AuthorsPhilipp Schradi1
Estimated H-index: 1
Abstract Value creation and value appropriation are fundamental strategic processes. Both can be analyzed at the level of the individual manager, an organization or at the systemic level. On the organizational level, empirical research so far has put strong emphasis on aspects of value creation, while value appropriation has received less attention. We analyze value appropriation through the organizational implementation of pricing processes in the context of formalization, specialization, centr...
Published on Dec 1, 2016in Organization Studies3.54
A.H. van Marrewijk10
Estimated H-index: 10
,
Sierk Ybema16
Estimated H-index: 16
+ 2 AuthorsTyrone S. Pitsis13
Estimated H-index: 13
(University of Leeds)
Recent studies of temporary organizing and project-based work explain how organizational actors establish and maintain clear role structures and harmonious relations in the face of precariousness by engaging in stabilizing work practices. This focus upon ‘order’ undervalues conflict-ridden negotiations and power struggles in temporary organizing. This paper demonstrates that in temporary organizing conflict and order may exist in tandem. Drawing close to the collaborative dynamics in a large-sca...
Published on Oct 1, 2016in International Journal of Project Management4.69
Juri Matinheikki3
Estimated H-index: 3
(Aalto University),
Karlos Artto26
Estimated H-index: 26
(Aalto University)
+ 1 AuthorsRisto Rajala17
Estimated H-index: 17
(Aalto University)
Abstract Projects involve inter-organizational networks that are central to collaborative project-based value creation. Interest in value creation in the project lifecycle is mounting, and the front-end stage of projects is gaining increasing attention in the research literature. However, little is known about how network management activities facilitate value creation in the front-end and how such activities push a project toward higher end-states of value. The purpose of this research is to id...
Published on May 1, 2016in International Journal of Project Management4.69
Markus Laursen3
Estimated H-index: 3
(AU: Aarhus University),
Per Svejvig6
Estimated H-index: 6
(AU: Aarhus University)
Abstract This paper aims to take stock of what we know about project value creation and to present future directions for research and practice. We performed an explorative and unstructured literature review, which was subsequently paired with a structured literature review. We join several research areas by adopting the project value creation perspective on literature relating to benefits, value, performance, and success in projects. Our review includes 111 contributions analyzed through both an...
Published on Feb 1, 2016in International Journal of Project Management4.69
Karlos Artto26
Estimated H-index: 26
(Aalto University),
Tuomas Ahola13
Estimated H-index: 13
(Aalto University),
Valtteri Vartiainen1
Estimated H-index: 1
(Aalto University)
Abstract Morris (2013) calls for value creation for project stakeholders using project outcomes. This is an attempt to link the front end of the system lifecycle – the project phase – to the back end, i.e. the operations phase. Little is however known about how value creation occurs through developing project outcomes which have the capacity to continue value-creating activities even decades after a project is completed. We establish that projects are multi-organizational systems which transit f...
Published on Jan 2, 2016in Construction Management and Economics
Marina Bos-de Vos1
Estimated H-index: 1
(TU Delft: Delft University of Technology),
J.W.F. Hans Wamelink1
Estimated H-index: 1
(TU Delft: Delft University of Technology),
Leentje Volker8
Estimated H-index: 8
(TU Delft: Delft University of Technology)
Architectural firms often have difficulty generating profit from their services as they pursue not only commercial but also professional goals. These goals frequently conflict and have to be balanced during the process of value creation and value capture. So far, literature has focused on the interaction between the perceived use value for the customer and the fee that is paid to the firm. To better understand how professional service firms realize their organizational targets, professional valu...