Hybridism in Project Management: Organizational challenges in decision-making, governance and institutionalization

Resumo

Methodological hybridization in project management has consolidated across diverse organizational contexts, driven by environments characterized by uncertainty, complexity, and pressure for innovation. Recent evidence indicates a misalignment between the expansion of the methodological repertoire and the organizational capacity to convert flexibility into strategic impact and sustained value creation. This editorial discusses hybridization not as a methodological solution per se, but as a phenomenon that reveals structural limitations in how organizations decide, govern, and institutionalize their project management approaches. It argues that the absence of explicit decision criteria, consistent governance mechanisms, and formal institutionalization processes tends to transform hybridization into fragmented local adaptation, increasing variability across projects and reducing its systemic potential. Accordingly, this editorial calls for shifting the debate from comparisons among methods toward the examination of the organizational capabilities required to transform methodological choices into value-oriented results. Ultimately, the contemporary challenge of project management lies not in selecting methods, but in building organizational architectures capable of sustaining coherent decisions over time.