A Conceptual Analysis
FEATURED PAPER
By Prof. Dr. M. F. HARAKE
MESOS Business School (France)
GBSB Global Business School (Malta)
CEREGE Research Laboratory – University of Poitiers (France)
Abstract
In an environment characterized by economic uncertainty, rapid technological change, and intensified competition, organizations increasingly rely on structured decision-making and anticipatory information to sustain performance. This article explores the relationship between project management and economic intelligence, arguing that their integration enhances strategic alignment, risk management, and organizational responsiveness. Drawing on established management and strategy literature, the study adopts a conceptual approach to examine how project management frameworks can serve as operational vehicles for economic intelligence. It demonstrates that economic intelligence contributes critical insights throughout the project lifecycle, supporting project selection, planning, governance, and adaptive decision-making. Conversely, project management provides formal structures through which intelligence is translated into coordinated action and measurable outcomes. The article further discusses managerial and organizational implications, emphasizing leadership commitment, cross-functional coordination, and competency development. By linking intelligence and execution, this research contributes to a more integrated understanding of decision-making in project-based organizations and offers directions for future empirical investigation.
Key Words: Project management; Economic intelligence; Strategic decision-making; Risk management; Organizational performance; Environmental uncertainty
- Introduction
1.1 The Contemporary Economic Environment and Organizational Uncertainty
The contemporary economic environment is increasingly shaped by uncertainty, rapid technological advancement, and intensifying competitive pressure. Globalization, digital transformation, and geopolitical instability have profoundly altered market dynamics, leading to shorter product life cycles and heightened exposure to economic, regulatory, and strategic risks. Organizations can no longer rely solely on historical data or static planning models; instead, they must continuously anticipate market shifts, regulatory changes, and geopolitical developments while maintaining operational efficiency and strategic coherence (Porter, 2008; Mintzberg et al., 2020).
These conditions have increased the complexity of decision-making processes and reinforced the need for structured approaches capable of integrating external signals into organizational strategy. The ability to transform uncertainty into informed action has become a key determinant of competitiveness and sustainability.
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How to cite this work: Harake, M.F. (2026). Project Management and Economic Intelligence: A Conceptual Analysis, PM World Journal, Vol. XV, Issue III, March. Available online at https://pmworldjournal.com/wp-content/uploads/2026/03/pmwj162-Mar2026-Harake-Project-Management-and-Economic-Intelligence.pdf
About the Author
Prof. Dr. M. F. HARAKE
Poitiers, France
Prof. Dr. M. F. HARAKE is a management professor based in France. He currently serves as the Assistant General Manager and Dean of Academic Affairs at MESOS Business School (France). In addition, he is the Manager of the Research Center at GBSB Global Business School (Malta). He is also affiliated as an Associate Research Fellow at the CEREGE Research Laboratory, University of Poitiers (France). Prof. Harake’s research interests include Post-Conflict Public Management, Crisis and Urgent Operations Management, Humanitarian Logistics, and Project Management in Unstable Environments. His academic and professional contributions focus on bridging strategic theory with high-impact practical execution, especially in volatile and complex contexts.
He can be contacted at mfharake@mesos-bs.com
To view other works by Prof. Harake, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/mohamad-fadl-harake/
