Jensen, A., Thuesen, C., & Geraldi, J. (2016). The projectification of everything: Projects as a human condition. Project Management Journal, 47(3), 21–34.

Read this article to learn about how projects have become omnipresent not only in the economy but also in our society and our lives. It discusses how projects organize and shape our actions at work, in our professional profiles and networks, and in our homes and free time activities.

Kock, A., & Gemünden, H. G. (2019). Project lineage management and project portfolio success. Project Management Journal, 50(5), 587–601.

Read this article to learn about project portfolios. Project portfolio approaches consider various concurrent project interdependencies but typically neglect longitudinal interdependencies. These are important for exploratory projects, which create strategic options. If these options are not exploited in successive projects, they become lost opportunities. In a study that analyzes 138 firms regarding their extent to consciously manage project sequences, differentiate between proactive lineage (planning a roadmap of future projects) and reactive lineage (using learnings from past projects).

Eriksson, P. E., Leiringer, R., & Szentes, H. (2017). The role of co-creation in enhancing explorative and exploitative learning in project-based settings. Project Management Journal, 48(4), 22–38.

Read this article to learn about the ways in which projects provide opportunities for co-learning between collaborators on projects, the article contrasts two types of learning: exploitative and exploratory. The former is concerned with exploiting what is already known, by learning to do some things better, cheaper, more efficiently; the latter is concerned with learning to do new things, often involving new methods.

Midler, C., Maniak, R., & de Campigneulles, T. (2019). Ambidextrous Program Management: The Case of Autonomous Mobility. Project Management Journal, 50(5), 571–586.

Read this article to learn about the management of project portfolios that encompass both exploratory and implementation projects under the denomination of ambidextrous program management is analysed. The article builds on both the project/program and ambidexterity literature to characterize such programs and is based on an in-depth three-year study of the Autonomous Mobility (AM) initiative of a major automotive firm. The co-ordination challenges of such ambidextrous program management are characterized and a co-ordination concept to deal with them, which we term the program hub, is proposed as a new type of program that simultaneously coordinates both exploratory and implementation projects. Ambidextrous program management can orchestrate different types of ambidextrous organizational patterns within the firm. For practitioners, we illustrate the multibillion-dollar innovation initiative focused on autonomous mobility that is ongoing within the auto industry.

Clegg, S. R., & Burdon, S. (2019). Exploring creativity and innovation in broadcasting. Human Relations, 1–23.

Read this article to learn about how collective innovation can be coordinated in the production of television series. It shows a new organizational design characterized by a polyarchic structure, which is soft and decentralized.