TAILIEUCHUNG - Why New Business Development Projects Fail: Coping with the Differences of Technological versus Market Knowledge

The information required during implementation is determined primarily by the scope of the project – namely the purpose, results, activities, resource requirements and budget – and by the management arrangements (roles and responsibilities). At the purpose and result levels, the key indicators and sources of verification contained in the Logframe matrix provide the focus for information collection and use. The key project planning documents (namely the original Financing Agreement, Technical and Administrative Provisions, and the associated Logframe matrix and schedules) provide the documented reference point as to what information is required. The project itself is not usually responsible for collecting information at the level of the project’s overall objective,. | Why New Business Development Projects Fail Coping with the Differences of Technological versus Market Knowledge J. Henri Burgers Frans . Van Den Bosch and Henk W. Volberda ERIM Report Series Research in Management ERIM Report Series reference number ERS-2007-072-STR Publication October 2007 Number of pages 40 Persistent paper URL Email address corresponding author hburgers@ Address Erasmus Research Institute of Management ERIM RSM Erasmus University Erasmus School of Economics Erasmus Universiteit Rotterdam 1738 3000 DR Rotterdam The Netherlands Phone 31 10 408 1182 Fax 31 10 408 9640 Email info@ Internet Bibliographic data and classifications of all the ERIM reports are also available on the ERIM website ERASMUS RESEARCH INSTITUTE OF MANAGEMENT REPORT SERIES RESEARCH IN MANAGEMENT Abstract and Keywords Abstract 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 . 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. Free Keywords project management new business development exploitation-exploration knowledge new product development strategic alliances sales force Availability The ERIM Report Series is .

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