Schiphol Airport, a critical hub for international travel, operates in a highly unpredictable environment, influenced by economic instability, changing regulations, resource shortages, and geopolitical tensions. Despite these challenges, Schiphol remains one of the world’s leading airports, with plans for continued growth, including a six-billion-euro investment in future maintenance and projects. Managing this dynamic landscape requires a resilient approach to project portfolio management (PPM), which has traditionally focused on aligning projects with broader organizational goals. However, increasing uncertainty poses significant challenges. Traditional PPM can be extended through the application of two types of capabilities: Dynamic and Ad-hoc. Dynamic capabilities are structured, formalized capabilities that enable organizations to sense uncertainties, seize opportunities, and reconfigure portfolios to adapt to disruptions. In contrast, ad-hoc capabilities provide flexible, improvised responses grounded in situational judgment to address unforeseen challenges. By integrating these capabilities, a hybrid approach could balance different responses, enhancing resilience in dynamic environments. Therefore, this research explores the hybrid application of dynamic capabilities (DCs) and ad-hoc capabilities (AHCs) to manage disruptions within Schiphol’s project portfolio.

Using Schiphol Airport as a case study, the research investigates when and how dynamic capabilities are complemented by ad-hoc capabilities to manage disruptions. The study aims to answer the main research question: In what context can ad-hoc and dynamic capabilities complement each other to manage disruptions in project portfolios?

This question is addressed through a comprehensive literature review, document analysis, interviews with 11 decision-makers, and an expert judgment session with seven professionals. The research explores how these capabilities are applied in practice and offers recommendations for managing uncertainty in complex environments.

The case study of Schiphol Airport identified 13 disruptions, stemming from different sources of uncertainty, namely single-project (e.g., unexpected weather), organizational complexity (e.g., resource shortages), and environmental (e.g., COVID-19 impacts) disruptions. The analysis revealed 24 capabilities employed to manage these disruptions. Dynamic capabilities included sensing capabilities (e.g., resource monitoring), seizing capabilities (e.g., prioritization, escalation), and reconfiguration capabilities (e.g., workforce adjustments, project postponements). Ad-hoc capabilities comprised situational data gathering and improvised problem-solving, which addressed immediate challenges when structured approaches were insufficient.

The findings illustrate how a hybrid approach integrates ad-hoc and dynamic capabilities to manage both foreseen and unforeseen disruptions through two types of hybrid approaches. Type 1 involves ad-hoc data gathering complementing dynamic sensing and seizing by providing situational insights during critical decision-making. Type 2 involves ad-hoc problem-solving, offering immediate responses to challenges such as resource shortages and severe weather impacts, filling gaps when dynamic capabilities alone are inadequate.

Schiphol Airport’s hybrid approach to managing disruptions also demonstrates the complementary roles of dynamic capabilities (DCs) and ad-hoc capabilities (AHCs) under different conditions:

Impact and Capabilities: AHCs are used for localized disruptions, like security lane shortages or weather-related issues, where quick adjustments are needed without portfolio-wide coordination. In contrast, when disruptions affect broader operations, DCs are essential for coordinated, strategic responses, as seen with the pandemic or security personnel shortages.

Response Time and Capabilities: Delayed responses limit the applicability of DCs, leading to an increased reliance on AHCs. For example, delays in addressing security personnel shortages or weather conditions required Schiphol to use reactive, ad-hoc measures. Timely identification of disruptions is crucial to fully leverage DCs, while delays necessitate improvised solutions.

The expert judgment session reinforced these findings, suggesting the need to integrate lessons from AHCs into structured decision-making at the portfolio level. This integration could strengthen the hybrid approach, offering a more cohesive strategy for managing disruptions across both project and portfolio levels.

The Hai Phong region is undergoing transformative changes through a Masterplan aimed at enhancing financial stability and improving the quality of life for the local community. A significant component of this Masterplan involves the construction of two new port terminals close to the mangroves of Do Son, a small town southeast of Hai Phong. Mangroves are beneficial in multiple facets. They act as a natural barrier, protecting coastlines from erosion, storm surges, and tsunamis. Additionally, mangroves contribute to water quality by filtering pollutants and trapping sediments, improving overall aquatic ecosystems. Furthermore, they provide crucial habitat for various species, supporting biodiversity and serving as nurseries for many marine organisms that benefit the local community. This research investigates the potential implications of the Masterplan using the following research question: What are the potential effects of the Hai Phong Masterplan on the mangrove ecosystems and the local community? Conducted by a multidisciplinary team of six students, this research involved interviews with professionals, locals, and governmental organisations, extensive literature review, and field trips. It was concluded from this research that the construction of the port terminals have far-reaching consequences. In the mangrove area in Bang La (area A), the port terminal will have a sheltering effect over the mangrove area. This will cause sedimentation to occur and thus accretion. Also, it is also expected that the water quality will degrade further due to increased anthropogenic activity in combination with the poor sewage system present. The mangrove area in Ngoc Hai (area B) is expected to have little direct changes. The local community in Do Son shows varied awareness and support for the Masterplan, with stronger support in mangrove area A. Economic benefits, such as increased tourism, drive positive attitudes. However, there is a notable lack of awareness in area B. The willingness to participate is influenced by economic incentives, and effective communication is crucial for shaping community perspectives. With regards to the further execution of the Masterplan it is recommended to incorporate effective waste management, revise reafforestation plans to meet legal obligations, and engage key environmental stakeholders. For further research, it is recommended to conduct measurements over a more extended period of time to better understand the dynamics of the area. Additionally, more detailed research is needed to substantiate assumptions.