Classifying project management resources by complexity and leverage

Abstract

Purpose – The purpose of this paper is to present a conceptual framework to classify project management resources as sources of competitive advantage. Design/methodology/approach – The paper draws on the resource-based view of the firm and project management literature to explore the level of competitive advantage from 17 project management resources based on their degree of complexity and level of leverage in the project management process. This exploratory study drew on a small sample of practitioners in the classification. Findings – The paper proposes a conceptual model to show the relationship between four categories of resources and their contribution to competitive advantage by being valuable, rare, inimitable, and organizationally supported. Research limitations/implications – This paper is exploratory in nature and uses a small sample of practitioners. Practical implications – The authors believe that the classification of project management resources based on complexity and leverage provides a useful framework for managers considering the impact of investment in these resources for competitive advantage. Originality/value – This paper provides a classification of project management resources based on the complexity of the resource and its leverage in the project management process. It is posited that resources that are complex and can be highly leveraged to develop further resources warrant attention as sources of competitive advantage.