Exploration and project management

被引：105
作者：
University of Cergy-Pontoise, Management Research Centre - Ecole Polytechnique, Centre de Recherche en Gestion, 1, Rue Descartes, 75 005 Paris, France [1 ]
机构：
[1] University of Cergy-Pontoise, Management Research Centre - Ecole Polytechnique, Centre de Recherche en Gestion, 75 005 Paris, 1, Rue Descartes
来源：
Int. J. Proj. Manage. | 2008年 / 5卷 / 469-478期
关键词：
Automotive telematics; Exploration; Innovation management; Organization; Project management;
D O I：
10.1016/j.ijproman.2008.05.017
中图分类号：
C93 [管理学];
学科分类号：
12 ; 1201 ; 1202 ; 120202 ;
摘要：
Project management in academic studies tends to be regarded as an adequate solution to the problems raised by innovation. This paper sets out to question this tendency to equate projects and innovation which, in our view, can lead to the improper use of projects to manage innovation. We argue that, in line with the work on project classification, a distinction should be made between the various types of design situations to which different types of projects are suited. Qualitative research on automotive telematics allows us to identify the management methods suited to the most innovative projects, i.e. exploration projects for which neither technologies nor customer requirements are known at the start of the project. We will show how these situations shake up traditional project management models and will propose five management principles adapted to this new situation. © 2008 Elsevier Ltd and IPMA.
引用
收藏
页码：469 / 478
页数：9
相关论文
共 58 条
[1]  
Abernathy W., Clark K., Innovation: mapping the winds of creative destruction, Res Policy, 14, 1, pp. 3-22, (1985)
[2]  
Adler P., Obstfeld M., The role of affect in creative projects and exploratory search, Indust Corporate Change, 16, 1, pp. 19-50, (2007)
[3]  
Adler P., Technology strategy: a guide to the literatures, Management and Policy, 4, pp. 25-151, (1989)
[4]  
Atkinson R., Crawford L., Ward S., Fundamental uncertainties in projects and the scope of project management, Int J Project Manage, 24, 8, pp. 687-698, (2006)
[5]  
Balachandra R., Friar J., Factors of success in R&D projects and new product innovation: a contextual approach, IEEE Trans Eng Manage, 44, 3, pp. 276-287, (1997)
[6]  
Ben Mahmmoud-Jouini S., Charue-Duboc F., Fourcade F., Multilevel integration of exploration units: beyond the ambidextrous organization, (2007)
[7]  
Boutinet J.P., Anthropologie du projet. 5ème ed., (2005)
[8]  
Brown S.L., Eisenhardt K.M., Product development: past research, present findings and future directions, Acad Manage Rev, 20, 2, pp. 343-378, (1995)
[9]  
Brown S.L., Eisenhardt K.M., The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations, Admin Sci Quart, 42, 1, pp. 1-34, (1997)
[10]  
Brown S.L., Eisenhardt K.M., Competing on the edge. Strategy as structured chaos, (1998)
123456