Abstract
Increased competition and changes in financial landscapes have transformed the way public sector services are managed and delivered, which has also been amplified by the Covid-19 pandemic. This empirical research with local authorities (LA) in the UK examines project management assets, processes and practices. We analysed data using linear and hierarchical regression models from a LA parent organisation and 27 partner organisations.
The analysis identified the mix of tangible and intangible assets which could lead to a sustainable competitive advantage for LA. Our findings suggest that a higher degree of deliberate project management investment, with increased project management knowledge, results in defined operational competitive advantage.
This research contributes to theory and practice by adding to the established Resource Based View body of knowledge and its nascent understanding within the public sector, and by identifying the endowment of project management assets offering local authorities temporary and sustainable degrees of competitiveness.