liu.seSearch for publications in DiVA
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
The cumulative power of incremental innovation and the role of project sequence management
Linköping University, Department of Management and Engineering, Project Innovations and Entrepreneurship. Linköping University, Faculty of Science & Engineering.ORCID iD: 0000-0002-4233-5138
2019 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 37, no 3, p. 461-472Article in journal (Refereed) Published
Abstract [en]

In innovation and project management studies incremental development projects are perceived as theoreticlly and organisationallyuninteresting. By means of a longitudinal study of product improvement projects at an automobile firm, this paper challenges such views andshows how the cumulative impact of the studied sequence resulted in a competitive repositioning of the company's product portfolio during afinancially difficult period. Project managers achieved this by transcending the separation between exploration and exploitation projects; they notonly adhered to time, cost and quality goals but also tried out new ways of testing and experimenting with controversial technical ideas. The paperanalyzes the intensive inter project learning that generated these ambidextrous capabilities and emphasizes that practices at the project-level need tobe buttressed by expanded management learning and capability development also at the sequence level.

Place, publisher, year, edition, pages
Pergamon Press, 2019. Vol. 37, no 3, p. 461-472
Keywords [en]
Incremental innovation; Project sequence; Exploration; Exploitation; Multi-project management; Ambidextrous; Longitudinal, inter project learning, resistance to change
National Category
Business Administration
Identifiers
URN: urn:nbn:se:liu:diva-156687DOI: 10.1016/j.ijproman.2019.01.014ISI: 000465052400007Scopus ID: 2-s2.0-85062416533OAI: oai:DiVA.org:liu-156687DiVA, id: diva2:1314481
Note

Funding agencies: Jan Wallanders research foundation at Svenska Handelsbanken, Stockholm; Tom Hedelius research foundation at Svenska Handelsbanken, Stockholm; Tore Browalds research foundation at Svenska Handelsbanken, Stockholm

Available from: 2019-05-08 Created: 2019-05-08 Last updated: 2019-06-12Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records BETA

Berggren, Christian

Search in DiVA

By author/editor
Berggren, Christian
By organisation
Project Innovations and EntrepreneurshipFaculty of Science & Engineering
In the same journal
International Journal of Project Management
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 21 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf