Please use this identifier to cite or link to this item: https://hdl.handle.net/10316/100504
DC FieldValueLanguage
dc.contributor.authorMicán, Camilo-
dc.contributor.authorFernandes, Gabriela-
dc.contributor.authorAraújo, Madalena-
dc.date.accessioned2022-06-27T10:26:35Z-
dc.date.available2022-06-27T10:26:35Z-
dc.date.issued2022-
dc.identifier.issn2071-1050pt
dc.identifier.urihttps://hdl.handle.net/10316/100504-
dc.description.abstractProject portfolios aim to impact organizational strategic goals, influencing both the organization’s business model and its processes. Nonetheless, the actual impact is dependent on the portfolio’s success, which is affected by the materialization of risk factors. This study aims to examine the tacit conceptualization of project portfolio risk as a risk measure explicitly based on project portfolio success itself. In order to focus on the portfolios of organizational development projects, Social Representation Theory was adopted to analyze empirical evidence from twenty-eight semi-structured interviews conducted with project portfolio practitioners. Findings showed that strategic fit, future preparedness, and stakeholder satisfaction were dimensions of success within which project portfolio risk could be conceptualized. Additionally, results evidenced that risk factors influenced project portfolio success through systematic and non-systematic impacts on project portfolio outputs, and also had direct impacts on project portfolio outcomes. This paper provides empirical evidence to back up the conceptualization of project portfolio risk explicitly oriented to portfolio success as a multidimensional risk measure. It represents a new avenue for conducting portfolio risk analysis for both practitioners and academics, orienting the decision-making process based on the portfolio success rather than only on the success of each project.pt
dc.language.isoengpt
dc.relationUID/EMS/00285/2020pt
dc.relationUIDB/00319/2020pt
dc.rightsopenAccesspt
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/pt
dc.subjectproject portfolio riskpt
dc.subjectrisk managementpt
dc.subjectproject portfolio successpt
dc.subjectportfolio managementpt
dc.subjectrisk factorspt
dc.subjectorganizational development portfoliospt
dc.titleDisclosing the Tacit Links between Risk and Success in Organizational Development Project Portfoliospt
dc.typearticle-
degois.publication.firstPage5235pt
degois.publication.issue9pt
degois.publication.titleSustainability (Switzerland)pt
dc.peerreviewedyespt
dc.identifier.doi10.3390/su14095235pt
degois.publication.volume14pt
dc.date.embargo2022-01-01*
uc.date.periodoEmbargo0pt
item.openairetypearticle-
item.languageiso639-1en-
item.openairecristypehttp://purl.org/coar/resource_type/c_18cf-
item.cerifentitytypePublications-
item.grantfulltextopen-
item.fulltextCom Texto completo-
crisitem.author.orcid0000-0002-2715-9826-
crisitem.project.grantnoinfo:eu-repo/grantAgreement/FCT/6817 - DCRRNI ID/UID/EMS/00285/2020/PT/Centre for Mechanical Engineering-
Appears in Collections:I&D CEMMPRE - Artigos em Revistas Internacionais
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This item is licensed under a Creative Commons License Creative Commons