Adapting to the changing needs of managing innovative projects

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dc.contributorAalto-yliopistofi
dc.contributorAalto Universityen
dc.contributor.authorRekonen, Satu
dc.contributor.authorBjörklund, Tua A.
dc.contributor.departmentTuotantotalouden laitosfi
dc.contributor.departmentDepartment of Industrial Engineering and Managementen
dc.contributor.departmentDesign Factoryfi
dc.contributor.departmentDesign Factoryen
dc.contributor.schoolPerustieteiden korkeakoulufi
dc.contributor.schoolSchool of Scienceen
dc.contributor.schoolFactorytfi
dc.contributor.schoolFactoriesen
dc.date.accessioned2016-04-11T09:01:02Z
dc.date.available2016-04-11T09:01:02Z
dc.date.issued2016
dc.description.abstractPurpose – The purpose of this paper is to explore the changes in managerial activities and challengesat different phases of innovative projects. Design/methodology/approach – Six NPD project managers were interviewed in three differentproject phases in a qualitative, longitudinal design. The resulting 18 semi-structured face-to-faceinterviews were content analyzed and categorized according to thematic similarity. Findings – Altogether 19 categories describing managerial concerns in managing innovative projectswere recognized. Task-oriented, rather than people-oriented, approaches were dominant throughoutthe projects, although the reported concerns clearly varied at each phase. The early development phaseemerged as a transition point, where managers had to transform their roles, reported activitiesdecreased, and reported challenges increased. Research limitations/implications – Although based on a small number of participants in a singlesetting, the results highlight the need for longitudinal studies and differentiating between the variousphases of the innovation process, as there was great variance in the concerns of each phase.Furthermore, domain expertise seemed to have a large impact on how the managers reformulated theirrole in transitioning from the front-end to the development phases. Practical implications – The present study emphasizes the need to support managers intransitioning between different innovation phases and to recognize the need to adjust managerial roles.Further, it seemed crucial to establish the practices supporting successful teamwork in the front-endphase before the first phase transition. Originality/value – The study is a rare example of a longitudinal research design examining theimplications and transition between different phases of the innovation process within the sameprojects for project managers.en
dc.description.versionPeer revieweden
dc.format.extent21
dc.format.mimetypeapplication/pdfen
dc.identifier.citationRekonen, Satu & Björklund, Tua A. 2016. Adapting to the changing needs of managing innovative projects. Vol 19, No. 1. European Journal of Innovation Management. 21. 1460-1060. DOI 10.1108/EJIM-10-2014-0103.en
dc.identifier.doiDOI 10.1108/EJIM-10-2014-0103
dc.identifier.issn1460-1060fi
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/20087
dc.identifier.urnURN:NBN:fi:aalto-201604041694
dc.language.isoenen
dc.publisherEmeralden
dc.relation.ispartofseriesVol 19, No. 1
dc.relation.ispartofseriesEuropean Journal of Innovation Managementfi
dc.rights© 2016 Emerald. This is the post print version of the following article: Rekonen, Satu & Björklund, Tua A. 2016. Adapting to the changing needs of managing innovative projects. Vol 19, No. 1. European Journal of Innovation Management. 21. 1460-1060. DOI 10.1108/EJIM-10-2014-0103, which has been published in final form at http://www.emeraldinsight.com/doi/full/10.1108/EJIM-10-2014-0103.en
dc.rights.holderEmerald
dc.subject.keywordNew product development (NPD)en
dc.subject.keywordFront-end phase (FEI)en
dc.subject.keywordManagerial activitiesen
dc.subject.keywordManagerial challengesen
dc.subject.keywordProject manageren
dc.subject.otherManagementen
dc.titleAdapting to the changing needs of managing innovative projectsen
dc.typeA1 Alkuperäisartikkeli tieteellisessä aikakauslehdessäfi
dc.type.dcmitypetexten
dc.type.versionPost printen
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