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Cited by 19Innovation and Knowledge ManagementInformation Systems Theories and ImplementationKnowledge Management and Sharing

Knowledge translation in project portfolio decision-making: the role of organizational alignment and information support system in selecting innovative ideas

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Annosi, Maria Carmela, Marchegiani, Lucia, Vicentini, Francesca·2020·Management Decision
DOI 10.1108/md-11-2019-1532
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Abstract

Purpose: The present study aims to describe the micro-dynamics of decision-making that refer to knowledge translation pursued by organizational actors to see how they affect the travel of new ideas within the managerial practice of Project Portfolio Management (PPM). The study focuses on how the alignment of actors' meanings is reached at the organizational level and how they move towards a common direction by synthesizing information and negotiating meanings across the activities that constitute PPM. The study also investigates the intermediation function of information support systems in knowledge translation, which brokers information among those involved in the PPM practice. Design/methodology/approach: This piece of research uses an inductive, qualitative research approach and a methodological combination of case study research and grounded theory to investigate and explore the processes of knowledge transfer and translation enacted by the organizational actors (both human and non-human) involved in innovation portfolio decision-making. Findings: The findings of this research reveal the sequence of portfolio decision-making process that confirms that PPM occurs not only in a single hierarchical level or meeting, but that decisions are made across different organizational levels in a complex network of relationships where many actors are involved. We also show that the technological artefacts have an intermediate role in knowledge translation. Research limitations/implications: Despite referring to a single case study, the results discussed in this piece of research provides insightful evidence for academics and practitioners alike. In fact, the paper discusses organizational pre-alignment and alignment as a crucial enabler of knowledge transfer. Moreover, the intermediate role of an information support system is discussed. Practical implications: Our study highlights the positive effect on actors' meaningful participation in PPM associated with the adoption of information support systems in PPM. Moreover, our results highlight the importance of considering a horizontal perspective in the decision-making process, so that knowledge translation occurs by leveraging on all the actors' breadth of experience and expertise. Originality/value: This research emphasizes two organizational routines termed as decision- making preparation processes that were identified as key enablers of portfolio decision-making: cross-functional pre-alignment and an information support system.

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  • Organizations that lack systems for transferring institutional knowledge often suffer setbacks in performance and decision-making when leadership changes occur.

    “Organizations that lack systems for transferring institutional knowledge often suffer setbacks in performance and decision-making when leadership changes occur [6].”

    From Ensuring leadership continuity: An integrative review of succession planning, leadership development and organisational memory (2025) · cites this paper as [6]

    Section 4.3 says an information support system helps transfer knowledge before portfolio meetings, and Section 6 links timely information to better-informed decisions. The paper does not establish that leadership changes cause performance or decision-making setbacks in organizations lacking institutional-knowledge transfer systems; its findings concern project portfolio decisions. (LLM, conf=0.82)

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  • Many organizations encounter challenges during leadership transitions due to inadequate succession planning, insufficient leadership development, and diminishing organizational memory.

    “Nevertheless, many organizations encounter challenges during leadership transitions, often due to inadequate succession planning, insufficient leadership development frameworks, and the diminishing of organizational memory.”

    From Ensuring leadership continuity: An integrative review of succession planning, leadership development and organisational memory (2025) · cites this paper as [6]

    The Conclusions (page not available) propose studying how knowledge could become a repository or “memory” for project portfolio management; they do not report diminishing organizational memory during leadership transitions. Searches for succession planning and leadership development found no passage linking either to transition challenges. (LLM, conf=0.76)

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Research works printed but not linked: 7

  1. Czarniawska-Joerges, B. and Sev on, G. (2005), Global Ideas: How Ideas, Objects and Practices Travel in a Global Economy, Copenhagen Business School Press, Malm€ o, Vol. 13.
  2. Dopson, S. and Fitzgerald, L. (2005), Knowledge to Action? Evidence Based Health Care in Context, OUP, Oxford.
  3. Latour, B. (1986), "Visualization and cognition", Knowledge and society, Vol. 6 No. 6, pp. 1-40.
  4. Latour, B. (1987), Science in Action: How to Follow Scientists and Engineers Through Society, Harvard University Press, Harvard, MA. Knowledge translation in project portfolio decision-making
  5. Rajegopal, S. (2012), Portfolio Management: How to Innovate and Invest in Successful Projects, Springer, London.
  6. Sahlin-Andersson, K. and Engwall, L. (2002), The Expansion of Management Knowledge: Carriers, Flows, and Sources, Stanford University Press, Stanford.
  7. Sainsbury, D. (2007), The Race to the Top: A Review of Government's Science and Innovation Policies, HM Treasury, London.

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Authors
Annosi, M. C., Marchegiani, L., & Vicentini, F.
Affiliations
  • Roma Tre University (IT)
  • Foro Italico University of Rome (IT)
ORCID
Venue
Management Decision
Publisher
Emerald
Published
2020-08-20
Volume
58
Issue
9
Pages
1929-1951
ISSN
0025-1747 (ISSN-L)
DOI
10.1108/md-11-2019-1532
OpenAlex
W3081114790
Cited by
16
References
79
Citations by year
2026: 5 · 2025: 1 · 2024: 4 · 2022: 3 · 2021: 1 · 2020: 2
FWCI
1.60
Type
journal article
Language
en
Open access
Licence
www.emerald.com/insight/site-policies (tdm)
Locations
  • Management Decision (publishedVersion)
  • Socio-Environmental Systems Modeling (submittedVersion)
  • Iris (Roma Tre University) (submittedVersion)
  • Data Archiving and Networked Services (DANS) (submittedVersion, other-oa)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
  • Social Sciences › Sociology and Political Science › Information Systems Theories and Implementation
  • Social Sciences › Communication › Knowledge Management and Sharing
Keywords
knowledge translation, project portfolio management, portfolio decision-making, organizational alignment, information support system, knowledge transfer, technical artifacts, horizontal decision-making, organizational routines

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