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Managing program impacts in new product development: An exploratory case study on overcoming uncertainties

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Managing program impacts in new product development: An exploratory case study on overcoming uncertainties. / Laine, Teemu ; Korhonen, Tuomas ; Martinsuo, Miia .

julkaisussa: International Journal of Project Management, Vuosikerta 34, Nro 4, 2016, s. 717-733.

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Laine, Teemu ; Korhonen, Tuomas ; Martinsuo, Miia . / Managing program impacts in new product development: An exploratory case study on overcoming uncertainties. Julkaisussa: International Journal of Project Management. 2016 ; Vuosikerta 34, Nro 4. Sivut 717-733.

Bibtex - Lataa

@article{704bba8459a04e958e475bf4bcd35e73,
title = "Managing program impacts in new product development: An exploratory case study on overcoming uncertainties",
abstract = "New product development (NPD) programs are designed to implement innovation strategies in a coordinated way. Managing program impacts in a multi-project setting is insufficiently covered in research and increasingly challenging in practice. This paper explores program impact management practice. The paper focuses on NPD program impact management as a joint effort where program stakeholders collectively identify, make sense of and overcome uncertainties and ambiguities to create and enhance the program impact. The qualitative study relies on in-depth access to a large-scale NPD program in the machine manufacturing industry. The results show that program impact includes several financial and non-financial aspects and is made jointly and separately by the program organization, thus involving different uncertainties and ambiguities. Through collective sensemaking, knowledge about the program impacts may be strengthened, and the impacts may be extended beyond immediate benefits.",
keywords = "NPD program, Program impact, Financial/Non-financial impact, Ambiguity, Sensemaking",
author = "Teemu Laine and Tuomas Korhonen and Miia Martinsuo",
year = "2016",
doi = "10.1016/j.ijproman.2016.02.011",
language = "English",
volume = "34",
pages = "717--733",
journal = "International Journal of Project Management",
issn = "0263-7863",
publisher = "Elsevier",
number = "4",

}

RIS (suitable for import to EndNote) - Lataa

TY - JOUR

T1 - Managing program impacts in new product development: An exploratory case study on overcoming uncertainties

AU - Laine, Teemu

AU - Korhonen, Tuomas

AU - Martinsuo, Miia

PY - 2016

Y1 - 2016

N2 - New product development (NPD) programs are designed to implement innovation strategies in a coordinated way. Managing program impacts in a multi-project setting is insufficiently covered in research and increasingly challenging in practice. This paper explores program impact management practice. The paper focuses on NPD program impact management as a joint effort where program stakeholders collectively identify, make sense of and overcome uncertainties and ambiguities to create and enhance the program impact. The qualitative study relies on in-depth access to a large-scale NPD program in the machine manufacturing industry. The results show that program impact includes several financial and non-financial aspects and is made jointly and separately by the program organization, thus involving different uncertainties and ambiguities. Through collective sensemaking, knowledge about the program impacts may be strengthened, and the impacts may be extended beyond immediate benefits.

AB - New product development (NPD) programs are designed to implement innovation strategies in a coordinated way. Managing program impacts in a multi-project setting is insufficiently covered in research and increasingly challenging in practice. This paper explores program impact management practice. The paper focuses on NPD program impact management as a joint effort where program stakeholders collectively identify, make sense of and overcome uncertainties and ambiguities to create and enhance the program impact. The qualitative study relies on in-depth access to a large-scale NPD program in the machine manufacturing industry. The results show that program impact includes several financial and non-financial aspects and is made jointly and separately by the program organization, thus involving different uncertainties and ambiguities. Through collective sensemaking, knowledge about the program impacts may be strengthened, and the impacts may be extended beyond immediate benefits.

KW - NPD program

KW - Program impact

KW - Financial/Non-financial impact

KW - Ambiguity

KW - Sensemaking

U2 - 10.1016/j.ijproman.2016.02.011

DO - 10.1016/j.ijproman.2016.02.011

M3 - Article

VL - 34

SP - 717

EP - 733

JO - International Journal of Project Management

JF - International Journal of Project Management

SN - 0263-7863

IS - 4

ER -