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Article
Publication date: 4 April 2016

Satu Rekonen and Tua A. Björklund

– The purpose of this paper is to explore managerial functions and related activities of inexperienced project managers in the front-end of the innovation (FEI) process.

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Abstract

Purpose

The purpose of this paper is to explore managerial functions and related activities of inexperienced project managers in the front-end of the innovation (FEI) process.

Design/methodology/approach

In total, 15 student project managers were interviewed while they were engaged in the front-end phase of their respective eight-month projects. In total, 757 interview transcript segments on their perceptions of managerial functions were categorized based on thematic similarity of content.

Findings

Four major managerial functions emerged: providing structural support, coordinating and acting as a link, empowering the team, and encouraging and providing social support. Out of these, traditional task-oriented managerial functions were emphasized.

Research limitations/implications

Although limited by the small amount of participants in a university setting, the results suggest that task-oriented managerial functions are dominant even in the FEI for inexperienced project managers. More research is needed to understand the antecedents and consequences of such task-dominance, and whether it persists as more experience is accrued. On the other hand, domain knowledge seemed to play a smaller role than indicated by previous research.

Practical implications

Project managers should pay attention to creating structure in the uncertain front-end phase. Swift familiarization with the capabilities and practices of each team member cannot be overemphasized, as otherwise the heterogeneity of the team might become a limitation rather than asset. On the other hand, domain experience of the manager may not be necessary in the FEI.

Originality/value

The study addresses the gap in previous research on managerial functions specifically in the FEI. Task-oriented managerial functions emerged as way of novice project managers attempting to deal with the fluctuating contingencies in order to foster innovation.

Details

International Journal of Managing Projects in Business, vol. 9 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

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Article
Publication date: 11 January 2016

Satu Rekonen and Tua A. Björklund

– The purpose of this paper is to explore the changes in managerial activities and challenges at different phases of innovative projects.

1425

Abstract

Purpose

The purpose of this paper is to explore the changes in managerial activities and challenges at different phases of innovative projects.

Design/methodology/approach

Six NPD project managers were interviewed in three different project phases in a qualitative, longitudinal design. The resulting 18 semi-structured face-to-face interviews were content analyzed and categorized according to thematic similarity.

Findings

Altogether 19 categories describing managerial concerns in managing innovative projects were recognized. Task-oriented, rather than people-oriented, approaches were dominant throughout the projects, although the reported concerns clearly varied at each phase. The early development phase emerged as a transition point, where managers had to transform their roles, reported activities decreased, and reported challenges increased.

Research limitations/implications

Although based on a small number of participants in a single setting, the results highlight the need for longitudinal studies and differentiating between the various phases of the innovation process, as there was great variance in the concerns of each phase. Furthermore, domain expertise seemed to have a large impact on how the managers reformulated their role in transitioning from the front-end to the development phases.

Practical implications

The present study emphasizes the need to support managers in transitioning between different innovation phases and to recognize the need to adjust managerial roles. Further, it seemed crucial to establish the practices supporting successful teamwork in the front-end phase before the first phase transition.

Originality/value

The study is a rare example of a longitudinal research design examining the implications and transition between different phases of the innovation process within the same projects for project managers.

Details

European Journal of Innovation Management, vol. 19 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

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Article
Publication date: 4 April 2016

Derek H. T. Walker

260

Abstract

Details

International Journal of Managing Projects in Business, vol. 9 no. 2
Type: Research Article
ISSN: 1753-8378

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