Purpose
The purpose of this paper is to holistically explore value creation approaches in a program of cultural projects to inform the practices of project/program management in both public and private sectors.
Design/methodology/approach
The paper brings together the literature on project, program and portfolio value creation to inform a case study conducted with engaged scholarship research methods.
Findings
Three themes of value creation are revealed: managing collaboration, coordination and perception. Effectuation and causation are both observed, demonstrating that a combination of logics underpin decision making in projects.
Research limitations/implications
The results are based on a single case in a cultural context. Further research is needed to determine whether the observed value creation themes apply more generally, and to explore more deeply the use of logics associated with entrepreneurship in project decision making.
Practical implications
The study reveals several non-commercial aspects of value creation that may play a role across a range of project environments. Practitioners may be able to recognize a wider range of value creation and to better nurture these previously unacknowledged types of value.
Originality/value
The study provides new insights on value and decision logic through in-depth analysis of value creation in a program of culture projects.
