Enhancing value capture by managing risks of value slippage in and across projects

Marina Bos-de Vos*, Leentje Volker, Hans Wamelink

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

21 Citations (Scopus)
17 Downloads (Pure)


Project-based firms have to capture value from the projects in which they engage. This can be challenging as firms need to reconcile project goals and organizational goals while attempting to avoid the slippage of value to other actors. Drawing on interviews with architects and clients, this research reveals how architectural firms used the strategies of postponing financial revenues in a project, compensating for loss of financial revenues across projects and rejecting a project to accept or mitigate the slippage of financial value, and to avoid the potential slippage of professional value in projects. With these strategies firms attempt to enhance their overall benefits. The study contributes to the literature on project business by showing how a more nuanced conceptualization of value slippage is particularly helpful to theoretically explain and practically manage the value capture of project-based firms through both single project and project portfolio decisions.

Original languageEnglish
Pages (from-to)767-783
Number of pages17
JournalInternational journal of project management
Issue number5
Publication statusPublished - Jul 2019


  • Architectural firms
  • Portfolio management
  • Project business
  • Value capture
  • Value slippage
  • 22/4 OA procedure

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