Call for papers managing strategic projects and programs in and between

ARTICLE IN PRESS
JID: JPMA [m5GeSdc;October 23, 2020;3:11]
International Journal of Project Management xxx (xxxx) xxx
Contents lists available at ScienceDirect
International Journal of Project Management
journal homepage: www.elsevier.com/locate/ijproman
Call for papers: Managing strategic projects and programs in and between
organizations
Miia Martinsuoa,∗
, Satu Teerikangasb,c
, Inger Stensakerd
, Jack Meredithe
a
Tampere University, Finland
b
University of Turku, Finland
c
University College London, the United Kingdom
d
NHH Norwegian School of Economics, Norway
e
Wake Forest University, USA
1. Aims and scope
In recent decades, organizations across the private, public, and vol-
untary sectors have encountered an increasing number of surprises and
changes, fueled by the volatility, uncertainty, complexity, and ambigu-
ity of their operating environment. Organizations have needed to adapt
to such environmental changes, while some have sought to anticipate
and even drive them (e.g., Shoemaker et al., 2018). At times, the re-
sulting changes are so significant that the organizations must reconsider
their missions, strategies, value goals, markets, offerings, structures, and
value chains (Brown and Eisenhardt, 1998; Huy et al., 2014). Such trans-
formations can be labeled strategic – they renew the foundations upon
which organizations choose to operate. While strategic transformation
can sound attractive and is occasionally necessary, such transformations
are known to be challenging and prone to failure or lengthy delays, call-
ing for skillful execution (By, 2005; Huy et al., 2014).
Taking a closer look, such strategic changes are implemented in part
or fully via projects and programs that are temporary endeavors, seek
to fulfill multiple value expectations, and require a unique organiza-
tion with a specific goal (Lundin and Söderholm, 1995; Martinsuo and
Hoverfält, 2018). While strategic projects refer to single goal-oriented
endeavors, strategic programs are complex multi-project entities with
several parallel or sequential endeavors (Artto et al., 2009; Martinsuo
and Hoverfält, 2018). Organizing and implementing strategic transfor-
mation through projects and programs can provide capacity for change
(Stensaker, 2011) and allow the rest of the organization to focus on
business as usual. Projects provide a powerful structure that can enable
more effective and efficient change than the more functional and hierar-
chical structures (Grundy, 1993). However, project-based structures can
also create challenges and tensions as they may lead to a loss of power
within the existing organizational structure (Partington, 1996) or iso-
late themselves harmfully from the permanent organization (Lehtonen
and Martinsuo, 2009; Willems et al., 2020).
∗
Corresponding author.
E-mail address: miia.martinsuo@tuni.fi (M. Martinsuo).
In this special issue, our focus is the management of strategic projects
and programs that drive change within an organization, or between two
or more organizations. The word strategic implies that the projects and
programs are somehow business-critical: they are crucial to the organiza-
tion’s survival and/or success. They are also transformative: after com-
pleting the strategic project or program, the organization, its way of
organizing, or its relationship with other organizations or the institu-
tional field should have changed dramatically. Strategic projects and
programs may include:
• large-scale organizational change and transformation (Martinsuo
and Hoverfält, 2018; Pellegrinelli and Murray-Webster, 2011;
Stensaker, 2011)
• inter-organizational strategic projects and programs, such as those
that deal with mergers and acquisitions (Birollo and Teerikan-
gas, 2019; Faulkner et al., 2012; Laamanen and Keil, 2008) or
other forms of inter-organizational relations (Barringer and Harri-
son, 2000; Borys and Jemison, 1989; Heimericks et al., 2009; Oliver,
1990; Parmigiani and Rivera-Santos, 2011; Sydow and Braun, 2018)
• new business ventures and radical innovations either within the or-
ganization or through inter-organizational collaboration (Martinsuo,
2019; Vuori et al., 2012)
• major and megaprojects and alliances for creating new institutional
or business infrastructures (Brady et al., 2005; Davies et al., 2009;
Lehtinen et al., 2019)
Strategic projects and programs are part of the modus operandi of
contemporary organizations and are frequently adopted by practition-
ers to organize and manage strategic transformations. However, the lit-
erature appears to be scattered among the sub-disciplines in manage-
ment, such as general management, strategy, change, international busi-
ness, supply chains, projects, and industrial marketing, to name a few
(Teerikangas and Geraldi, 2015). While projects and programs are cen-
tral terms in project studies, and are much debated and studied therein,
https://doi.org/10.1016/j.ijproman.2020.10.003
Available online xxx
0263-7863/© 2020 Elsevier Ltd and Association for Project Management and the International Project Management Association. All rights reserved.
Please cite this article as: M. Martinsuo, S. Teerikangas, I. Stensaker et al., Call for papers: Managing strategic projects and programs in and between
organizations, International Journal of Project Management, https://doi.org/10.1016/j.ijproman.2020.10.003

M. Martinsuo, S. Teerikangas, I. Stensaker et al. International Journal of Project Management xxx (xxxx) xxx
ARTICLE IN PRESS
in other fields of management these terms are at best referred to as
concepts in passing (Teerikangas and Geraldi, 2011), yet often without
adequate theoretical backing. This is somewhat surprising given that so-
ciologists portray projects as spaces for projecting oneself in the present
(Mead, 1932) or toward the future (Schutz, 1962).
In light of this, efforts to cross-fertilize this knowledge base are
needed, to develop an integrative perspective on strategic projects and
programs. The need for such cross-fertilization is illustrated in a com-
parison of the literature on mergers and acquisitions and the project lit-
erature (Birollo and Teerikangas, 2019; Geraldi and Teerikangas, 2011)
and has consequences for the integration of scientific knowledge and
managerial practice. This special issue intends to bring together these
streams of research, hopefully creating a platform for cross-domain dis-
course on strategic projects and programs, while promoting idea gener-
ation for future research from neighboring domains of management.
This IJPM special issue invites contributions that focus on the chal-
lenges and mechanisms in managing strategic projects and programs.
We are interested in both intra-organizational projects and programs
that require implementing and diffusing the changes within a permanent
organization, and in inter-organizational projects and programs that re-
quire knowledge transfer between organizations to achieve transforma-
tion in the involved organizations or even in an institutional field. Since
organizations are likely to implement different types of strategic projects
and programs in parallel and simultaneously, the parallel existence of
multiple types of transformation is also of interest. We invite authors
to reflect on the theoretical underpinnings of strategic projects and pro-
grams (or lack thereof in their respective disciplines/phenomena) and
submit empirical studies that both feed the theoretical discourse and of-
fer practical implications to the professionals leading strategic projects
and programs. Such theoretical underpinnings could be sought from
neighboring sciences such as philosophy, psychology, engineering, or
sociology, or from across levels of analysis such as the institutional, net-
work, organizational, team, practice, or actor levels. Comparative and
integrative perspectives across phenomena and management disciplines
are encouraged, as well as conceptual, review-based papers developing
theory.
2. Possible types of strategic projects and programs
Strategic organization change projects and programs. Organization
change projects and programs typically reside within one permanent or-
ganization with the intent of changing that organization, building future
capabilities, and enhancing the organization’s survival and success in
the future. Strategic organization change is particularly sensitive to the
project’s or program’s interplay with the permanent organization and
its internal ways of working, but it is by no means disjointed from the
broader external environment. The literature on organizational change
is strongly concerned with how the changes are planned and imple-
mented. Possible topics can include but are not limited to:
• How are strategic organization change projects/programs governed,
particularly when multiple changes are occurring simultaneously?
• How do project/program leaders involve external stakeholders in
strategic change, and how do the stakeholders drive or hinder the
implementation of the change?
• How do the goals and plans of strategic change projects/programs
evolve over time, and how do personnel both inside and outside the
project/program team affect the evolution of the goals?
• How do the leaders of strategic change projects/programs perceive,
foresee, and build on the future organization?
Strategic projects and programs aimed at inter-organizational integra-
tion. Organizations increasingly pursue inter-organizational strategies in
collaborative or co-opetitive settings. Interest in the study of mergers,
acquisitions, joint ventures, alliances, partnerships, supply chains, net-
works, and ecosystems has thus burgeoned in recent decades. A closer
look at these bodies of work shows that inter-organizational integra-
tion operates via projects and/or programs. Despite this, these bodies
of knowledge are largely disconnected from project studies, where the
concepts of projects and programs are under continuous scrutiny. More-
over, these bodies of knowledge on inter-organizational relationships
are largely disconnected from one another. As a result, an over-arching
perspective on inter-organizational integration, set across different part-
nership types, is missing. Possible topics can include but are not limited
to:
• How does integration take place via projects/programs in the con-
text of inter-organizational dyads or triads as mergers and acquisi-
tions, joint ventures, alliances, outsourcing, franchising, licensing,
(cross-sector) partnerships, supply chains, value chains, or inter-
organizational networks or ecosystems?
• How are projects/programs used across a variety of inter-
organizational relationship types, and what could an integrative
perspective look like, based on comparing different types of inter-
organizational relationships?
• What could be the value and use of project-based metaphors in the
study of inter-organizational relationships?
• How can scholars learn from project studies toward the management
of projects and programs in inter-organizational settings?
New business ventures and radical innovation projects and programs.
The core intent with radical innovation and new business venture pro-
grams is typically to generate new business for the firm. Some of these
changes may merely expand current business, but other changes might
cannibalize existing business or move the firm’s focus to the customers’
industry or neighboring business fields, which might have been previ-
ously unknown to the firm. These kinds of strategic change projects and
programs are highly risky and uncertain, and their management may
be particularly sensitive to managers’ political behavior. Possible topics
can include but are not limited to:
• How can the permanent organization safeguard itself from radically
new ventures and innovations, but at the same time prepare itself
for implementing them efficiently?
• How can radically new venture and innovation programs acknowl-
edge the external environment – including customers, new competi-
tors, and neighboring industries – in project/program planning and
management?
• How can firms manage the risks of business cannibalization in strate-
gic projects/programs?
• What is special about the lifecycles and temporal orientation of
projects/programs for radically new ventures and innovations?
Major and megaprojects for innovating and creating new institutional
or business infrastructures. Major and megaprojects have received more
attention lately in light of significant successes as well as failures due
to their high cost, great complexity, and long delivery time. A largely
overlooked issue is the difficulty of such projects’ innovative capacity
and inter-organizational coordination and communication in creating
completely new institutional and business infrastructures. The research
knowledge about this topic is currently very limited, especially for major
and megaprojects that may alter the operating logic in a business domain
or institutional field. Possible topics in this area may include but are not
limited to:
• What roles should control and trust have in transformational major
and megaprojects?
• What forms of governance are beneficial for transformational major
and megaprojects?
• How do the roles of stakeholders change in transformational major
and megaprojects?
• How can transformational major and megaprojects be used to ad-
vance sustainability in an industry or institutional field?
• What are the differences between transformational major and
megaprojects and ecosystems and where are their boundaries? How
2

ARTICLE IN PRESS
is value created for stakeholders? What coordination and commu-
nication difficulties are experienced, and how could these be over-
come?
3. Possible topics
We call on researchers from across disciplines to consider one or
more of the following topics.
The connection of the projects and programs to the permanent organi-
zation. One of the major challenges in strategic projects and programs
is the implementation of change in the permanent organization. As an
organization’s routine operations are ongoing while change efforts are
being implemented, change must usually be carried out in context, with
awareness of the permanent organization’s other duties, including other
simultaneous projects and programs. This connection of the strategic
project or program to the permanent organization, and the need to sep-
arate the program to enable the change, has been investigated previ-
ously, both before and during change programs (Lehtonen and Mar-
tinsuo, 2008, 2009; Nieminen and Lehtonen, 2008; Pellegrinelli, 2002;
Pellegrinelli et al., 2007; Turkulainen et al., 2015; Willems et al., 2020).
However, the stakeholder involvement, value delivery, and impacts of
programs still need to be studied (Martinsuo and Hoverfält, 2018). We
are particularly interested in the permanent organization’s role in su-
pervising and steering the strategic project or program, any potential
tensions and shifts in power, as well as approaches to coordinating and
controlling multiple simultaneous projects and programs.
The collaboration across organizations via strategic projects and pro-
grams. When strategic projects and programs take place between mul-
tiple organizations, as in the context of mergers, alliances, networks,
outsourcing, or ecosystems, integration problems increase exponen-
tially. The complexity of the context requires that strategic projects
and programs serve multiple different needs and value expectations.
Prior research has focused on the dynamics of integration and execu-
tion (Graebner et al., 2017; Ireland et al., 2002), largely disregarding
the project or program specificities therein. At times competing firms
must partner (for example to radically innovate), which raises the ques-
tion of when to collaborate and when to compete (Bouncken et al., 2015;
Walley, 2007). We are interested in both the planning and implementa-
tion of strategic projects and programs in inter-organizational settings,
and the co-opetitive dynamics therein.
Uncertainties and risks in strategic projects and programs. Another ma-
jor challenge is the uncertainties and risks in strategic projects and pro-
grams. With strategic initiatives, it may be difficult or even impossi-
ble to specify a precise goal in the beginning (e.g. Martinsuo, 2019;
Martinsuo and Lehtonen, 2007; Thiry, 2002). As the goal emerges and
evolves over time, the change implementation faces many uncertainties
and risks (Adler et al., 2016; Laine et al., 2016), because of the changes
taking place in the environment and the lack of shared understanding
within the project and program teams. We specifically encourage the
submission of papers that tackle uncertainties and risks typical of strate-
gic projects and programs, and how they are anticipated, mitigated, and
resolved in dynamic contexts.
Temporal issues over the lifecycle of strategic projects and programs and
across projects. We purposely adopt a lifecycle perspective whereby the
time before and after the project is also of interest, as long as the top-
ics are very clearly connected to the projects and programs and their
goal-related performance. Events early in a project are reflected in later
behaviors and practices (Aaltonen and Turkulainen, 2018; Vuorinen and
Martinsuo, 2019), and projects and programs may depend on or learn
from other ones (Engwall, 2003; Godsell et al., 2018). Time and tem-
poral issues have been explored in various project contexts (Dille et al.,
2018; Stjerne et al., 2019), including the future-orientation of projects
(Pitsis et al., 2003) and the building of change momentum (Jansen,
2004). In this special issue, we are particularly interested in the key de-
cisions, actions, and challenges across the lifecycle of strategic projects
and programs, the path dependence and path continuity of the deci-
sions and actions, and the creation or failure of change momentum in
the strategic projects and programs.
As strategic projects and programs may take place in the private,
public, and voluntary sectors, each with their specific requirements, we
hope to see paper proposals from across these contexts. We seek pa-
pers that are deeply grounded in the empirical reality of organizations
that implement strategic projects and programs, but at the same time
are well connected to a selected theoretical discourse, to generate new
theoretical insights. The above project types and themes are examples
of ideas that we would like to include in the scope of the special issue
and can spark more specific ideas. Authors may choose to explore either
projects or programs and contribute to respective ongoing discussions,
depending on their theoretical and empirical interests. Authors may also
propose their own topic, as long as it is in line with the primary aims
and scope of the special issue.
4. Process and key dates
Authors should first submit a max 1000-word proposal to get feed-
back about the suitability of the topic for the specific issue. Please submit
proposals directly to Miia Martinsuo (miia.martinsuo@tuni.fi).
Upon proposal acceptance, full papers must be submitted online
at https://www.journals.elsevier.com/international-journal-of-project-
management/ → “Submit your paper” carefully following the Guide for
Authors and indicating the publication category special issue “Strategic
projects and programs” (available in the spring 2021). Submitted papers
will be subject to the ordinary IJPM double-blind review process with
multiple reviewers. For questions, please contact the guest editors.
• Proposal submission deadline (directly to miia.martinsuo@tuni.fi):
15 Jan 2021
• Selected proposals invited for full paper submission: Feb 2021
• Paper development workshop for invited authors: Apr 2021
• Full paper submission deadline: 31 May 2021
• Notifications to authors after review: Aug 2021
• Revisions and final acceptance decisions: Late 2021/early 2022
• Expected publication: 2022.
Special issue editors
Miia Martinsuo (primary contact person for this special issue)
Tampere University, Finland e-mail: miia.martinsuo@tuni.fi
Satu Teerikangas
University of Turku, Finland
University College London, the United Kingdom
Inger Stensaker
NHH Norwegian School of Economics, Norway
Jack Meredith
Wake Forest University, USA
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