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Exploring new product innovation types and performance: the roles of project leadership, functional influences, and design integration

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  • Morgan Swink

Abstract

This research study explores the impacts of project management on performance in three empirically identified new product development (NPD) project contexts: incremental NPD projects; architectural NPD projects; radical NPD projects. Each project type involves different levels and types of uncertainty. An information processing view of NPD suggests that different aspects of project leadership, functional influences, and design integration might be more or less important to project performance, depending on the project setting. The results of an exploratory analysis of 137 NPD projects confirm this expectation, suggesting that NPD project managers would benefit from recognising and acting upon these differences. Similarly, researchers should develop a contingent approach to project management reflecting the differing nature of uncertainties associated with different types of NPD.

Suggested Citation

  • Morgan Swink, 2005. "Exploring new product innovation types and performance: the roles of project leadership, functional influences, and design integration," International Journal of Product Development, Inderscience Enterprises Ltd, vol. 1(3/4), pages 241-260.
    • Handle: RePEc:ids:ijpdev:v:1:y:2005:i:3/4:p:241-260
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    Cited by:

    1. Hallin, Christina & Holm, Ulf & Sharma, Dharma Deo, 2011. "Embeddedness of innovation receivers in the multinational corporation: Effects on business performance," International Business Review, Elsevier, vol. 20(3), pages 362-373, June.

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