A ‘stranger’ in the making of strategy: A process perspective of project portfolio management in a pharmaceutical firm

Scholars assume that the strategic direction of project portfolios is designed within organisations. Our study challenges this assumption. Taking a process perspective, we explored the long-term influence of an external partner, a university researcher, on the development of a project portfolio in a large pharmaceutical firm. By following five contracts that connected the researcher to the firm, we observed how the researcher initiated and...