This study proposes a conceptual framework for strategic sourcing tailored to Project Management Offices (PMOs) operating in complex Research, Development and Innovation (R&D&I) environments, examining how R&D&I PMOs orchestrate sourcing by identifying key elements and practices that define this strategic role.
This study uses a qualitative approach grounded in a three-year ethnographic immersion within a military scientific, technological and innovation institution. Data collection involved participant observation, document analysis and informal interviews, enabling an in-depth examination of sourcing dynamics.
The resulting framework integrates three interdependent pillars: five foundational sourcing dimensions; a strategic make-or-buy decision matrix; and management categories aligned with R&D&I operations. The findings show that PMOs coordinate strategic sourcing by integrating internal and external capabilities, thereby enhancing organizational responsiveness in complex innovation ecosystems.
While the single-case ethnographic study focuses on the aerospace and defense sector, the framework distinguishes between general conceptual pillars and context-specific applications, supporting its conceptual transferability to other highly regulated sectors such as healthcare and pharmaceuticals. The study provides actionable guidance for managing technological uncertainty and power dynamics, while addressing economic, political and teaching implications.
The proposed framework offers PMO managers a strategic sourcing model suited to complex environments such as the defense sector. It strengthens decision-making by making make-or-buy tradeoffs explicit, documented and comparable across technology acquisition, capability development, outsourcing boundaries and interinstitutional partnerships under confidentiality and intellectual property constraints. The model addresses recurring problems in R&D&I settings, including fragmented criteria, inconsistent rationales and limited traceability, enhancing transparency, governance and alignment with organizational goals. It positions the PMO as a strategic actor in acquisition and technological alliance decisions, offering guidance for institutional adaptation, particularly relevant for public organizations facing budgetary and regulatory constraints.
The societal implications of this study stem from the role of the R&D&I PMO as a catalyst for technological sovereignty and national development. By structuring strategic sourcing in highly complex environments, the proposed model strengthens the national technological and industrial base, reduces dependence on external critical technologies and enhances innovation capacity. The findings show that dual-use R&D projects generate positive spillovers for industry and academia, fostering regional development and national competitiveness. By coordinating government, industry and research institutions through the Triple Helix, the PMO helps ensure that R&D&I investments translate into tangible socioeconomic benefits for society.
This research addresses the underexplored intersection of strategic sourcing, project management and innovation governance. It goes beyond theoretical abstraction by providing a model for navigating technological uncertainty. It explores how emerging digital technologies (such as Artificial Intelligence and blockchain) can refine decision-making and support the automation of Intellectual Property safeguards.
