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- W2003839498 abstract "Product development is a challenging process, marked by simultaneous demands for innovation and efficiency. While previous research suggests the importance of project management, existing conceptualizations are highly varied and ambiguous, prescribing divergent approaches to such critical managerial activities as control, boundary spanning, monitoring, and communication. We agree with Dougherty (1996) that these conflicts reflect tensions underlying product development. In an effort to clarify the nature and impact of project management, we identify two styles of project management extant in the literature--experiential and planned. We then develop a conceptual framework that contrasts the assumptions and managerial activities promoted by each style. Measures based on this framework are tested within an extensive, six-year study of product development. Results support our measurement scheme and suggest that the two managerial styles demonstrate distinct and sometimes paradoxical relationships to four aspects of project performance: achieving technical and commercial objectives, on-time performance, and efficient use of resources." @default.
- W2003839498 created "2016-06-24" @default.
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- W2003839498 date "2000-08-01" @default.
- W2003839498 modified "2023-09-27" @default.
- W2003839498 title "PROJECT MANAGEMENT STYLES: MANAGING THE TENSIONS OF PRODUCT DEVELOPMENT." @default.
- W2003839498 doi "https://doi.org/10.5465/apbpp.2000.5536008" @default.
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