Why New Business Development Projects Fail: Coping with the Differences of Technological Versus Market Knowledge
J. Henri Burgers
Australian Centre of Entrepreneurship Research, QUT Business School; Erasmus University Rotterdam (EUR) - Department of Strategic Management and Entrepreneurship
Frans A. J. Van Den Bosch
Erasmus University Rotterdam (EUR) - Department of Strategic Management and Entrepreneurship; Erasmus Research Institute of Management (ERIM)
H. W. Volberda
Erasmus University Rotterdam (EUR) - Rotterdam School of Management (RSM); Erasmus Research Institute of Management (ERIM)
30 2007, 10
ERIM Report Series Reference No. ERS-2007-072-STR
Managing through projects has become important for generating new knowledge to cope with technological and market discontinuities. This paper examines how the fit between the creation of technological and market knowledge and important project management characteristics, i.e. project autonomy and completion criteria, influences the success of new business development (NBD) projects. In-depth longitudinal case research on NBD-projects commercialised during the period 1993-2003 in the consumer electronics industry highlights that project management characteristics focusing only on the creation of technological knowledge contributed to the failure of those NBD-projects that required new market knowledge as well. The findings indicate that senior management support and engaging in an alliance with partners possessing complementary market knowledge can offset this misalignment of the organisation of NBD-projects.
Number of Pages in PDF File: 43
Keywords: project management, new business development, exploitation-exploration, knowledge, new product development, strategic alliances, sales force
JEL Classification: M, D21, L20, G14, L15, D80, D83, L25, L63, L68, O3working papers series
Date posted: November 27, 2007
© 2013 Social Science Electronic Publishing, Inc. All Rights Reserved.
This page was processed by apollo8 in 0.454 seconds