Effective Control of New Product Projects: The Interaction of Organization Culture and Project Leadership
Here I will sharing some properties and effective control to achieve organisational goals.
In all organizations where technological innovation plays a key role, a state of creative tension exists between those responsible for technological development of new products and the organization's need to satisfy customer demands. The need to maintain a balanced state of tension is clear. When the balance swings too far in the direction of technological development, technological wizardry runs amok. When it swings too far in the direction of satisfying customer demands, innovativeness can be stifled and technological stagnation can result.
Maintaining a state of creative tension is important, then, for producing viable and technologically innovative products. A key task confronting managers, therefore, is fostering innovation while at the same time controlling and channelling it to meet the business needs of the organization.
Perhaps nowhere is this need greater than in the new product development process. Edward McDonough and Richard Leifer report the results of a study which suggest that this task may be accomplished by relying on a bounded delegation style of project leadership and a culture which emphasizes a business orientation.
1) Denise Dunlap, Edward F. McDonough, Ram Mudambi and Tim Swift, Making Up Is Hard to Do: Knowledge Acquisition Strategies and the Nature of New Product Innovation, Journal of Product Innovation Management, 33, 4, (472-491), (2015).
2) Wiley Online Library Matthew B. Shaner, Lisa Beeler and Charles H. Noble, Do We Have to Get Along to Innovate? The Influence of Multilevel Social Cohesion on New Product and New Service Development, Journal of Product Innovation Management, 33, (148-165), (2016).
3) Wiley Online Library Hsing-Er Lin and Edward F. McDonough, Investigating the Role of Leadership and Organizational Culture in Fostering Innovation Ambidexterity, IEEE Transactions on Engineering Management, 58, 3, (497), (2011).
4) Crossref Yair Berson and Jonathan D. Linton, An examination of the relationships between leadership style, quality, and employee satisfaction in R&D versus administrative environments, R&D Management, 35, 1, (51-60), (2005).
5) Wiley Online Library R. Cordero, G.F. Farris and N. DiTomaso, Supervisors in R&D Laboratories: Using Technical, People, and Administrative Skills Effectively, IEEE Transactions on Engineering Management, 51, 1, (19), (2004).
6) Crossref John R. Hauser, Duncan I. Simester and Birger Wernerfelt, Internal Customers and Internal Suppliers, Journal of Marketing Research, 10.1177/002224379603300302, 33, 3, (268-280), (2018).
7) Crossref Erik W. Larson and David H. Gobeli, Organizing for Product Development Projects, Journal of Product Innovation Management, 5, 3, (180-190), (2003). Wiley Online Library
Reference:
https://onlinelibrary.wiley.com/doi/abs/10.1111/1540-5885.330149
https://www.google.com/search?q=control+leadership&rlz=1C1CHBF_msMY799MY813&source=lnms&tbm=isch&sa=X&ved=0ahUKEwjj8f_ei53fAhURdCsKHZ1HAdkQ_AUIDigB&biw=1024&bih=440#imgrc=XbVfBs6Ktel40M:
In all organizations where technological innovation plays a key role, a state of creative tension exists between those responsible for technological development of new products and the organization's need to satisfy customer demands. The need to maintain a balanced state of tension is clear. When the balance swings too far in the direction of technological development, technological wizardry runs amok. When it swings too far in the direction of satisfying customer demands, innovativeness can be stifled and technological stagnation can result.
Maintaining a state of creative tension is important, then, for producing viable and technologically innovative products. A key task confronting managers, therefore, is fostering innovation while at the same time controlling and channelling it to meet the business needs of the organization.
Perhaps nowhere is this need greater than in the new product development process. Edward McDonough and Richard Leifer report the results of a study which suggest that this task may be accomplished by relying on a bounded delegation style of project leadership and a culture which emphasizes a business orientation.
Citing Literature
1) Denise Dunlap, Edward F. McDonough, Ram Mudambi and Tim Swift, Making Up Is Hard to Do: Knowledge Acquisition Strategies and the Nature of New Product Innovation, Journal of Product Innovation Management, 33, 4, (472-491), (2015).
2) Wiley Online Library Matthew B. Shaner, Lisa Beeler and Charles H. Noble, Do We Have to Get Along to Innovate? The Influence of Multilevel Social Cohesion on New Product and New Service Development, Journal of Product Innovation Management, 33, (148-165), (2016).
3) Wiley Online Library Hsing-Er Lin and Edward F. McDonough, Investigating the Role of Leadership and Organizational Culture in Fostering Innovation Ambidexterity, IEEE Transactions on Engineering Management, 58, 3, (497), (2011).
4) Crossref Yair Berson and Jonathan D. Linton, An examination of the relationships between leadership style, quality, and employee satisfaction in R&D versus administrative environments, R&D Management, 35, 1, (51-60), (2005).
5) Wiley Online Library R. Cordero, G.F. Farris and N. DiTomaso, Supervisors in R&D Laboratories: Using Technical, People, and Administrative Skills Effectively, IEEE Transactions on Engineering Management, 51, 1, (19), (2004).
6) Crossref John R. Hauser, Duncan I. Simester and Birger Wernerfelt, Internal Customers and Internal Suppliers, Journal of Marketing Research, 10.1177/002224379603300302, 33, 3, (268-280), (2018).
7) Crossref Erik W. Larson and David H. Gobeli, Organizing for Product Development Projects, Journal of Product Innovation Management, 5, 3, (180-190), (2003). Wiley Online Library
Reference:
https://onlinelibrary.wiley.com/doi/abs/10.1111/1540-5885.330149
https://www.google.com/search?q=control+leadership&rlz=1C1CHBF_msMY799MY813&source=lnms&tbm=isch&sa=X&ved=0ahUKEwjj8f_ei53fAhURdCsKHZ1HAdkQ_AUIDigB&biw=1024&bih=440#imgrc=XbVfBs6Ktel40M:
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