Managing the front-end phase of process innovation under conditions of high uncertainty

Using a fuzzy-set qualitative comparison analysis, we identify and examine key conditions for success in early front-end phases of process innovation projects. We focus on the very initial stage of the innovation process-the front-end phase-and a selection of conditions for managing highly uncertain process innovation projects. In high-uncertainty projects coupled with high levels of equivocality, formalizing roles and processes should be consistently avoided; however, idea screening is beneficial. Moreover, in successful innovation projects formalized processes but not formalized roles are beneficial. The findings suggest that formalizing roles and processes, a success factor in prior studies of innovation, does not result in success of process innovation projects.