Access the full text.
Sign up today, get DeepDyve free for 14 days.
M. Maidique (1984)
Entrepreneurs, Champions, and Technological InnovationIEEE Engineering Management Review, 12
R. Cyert, J. March (1964)
A Behavioral Theory of the Firm
Eric Olson, O. Walker, Robert Ruekert, Joseph Bonner (2001)
Patterns of cooperation during new product development among marketing, operations and R&D: Implications for project performanceJournal of Product Innovation Management, 18
R. Schmidt, J. Freeland (1992)
Recent progress in modeling R&D project-selection processesIEEE Transactions on Engineering Management, 39
Kenneth Kahn (1996)
Interdepartmental Integration: A Definition with Implications for Product Development PerformanceJournal of Product Innovation Management, 13
Harold Daniel, D. Hempel, N. Srinivasan (2003)
Project selection A process analysisIndustrial Marketing Management, 32
R. Cooper, S. Edgett, E. Kleinschmidt (2000)
New Problems, New Solutions: Making Portfolio Management More EffectiveResearch-Technology Management, 43
H. Madsen, John Ulh⊘i (1992)
Strategic considerations in technology management: some theoretical and methodological perspectivesTechnology Analysis & Strategic Management, 4
K. Kohn (2006)
Managing the balance of perspectives in the early phase of NPDEuropean Journal of Innovation Management, 9
J. Bogumil, J. Schmid (2001)
Politik in Organisationen
N. Lühring (2007)
Innovationsfördernde Organisationsstrukturen unter Berücksichtigung früher Innovationsphasen
D. Tjosvold, Margaret Poon (1998)
Dealing with Scarce ResourcesGroup & Organization Management, 23
P. Lawrence, J. Lorsch (1967)
Differentiation and Integration in Complex OrganizationsAdministrative Science Quarterly, 12
R. Chao, Stylianos Kavadias (2008)
A Theoretical Framework for Managing the New Product Development Portfolio: When and How to Use Strategic BucketsManag. Sci., 54
W. Küpper, G. Ortmann (1988)
Mikropolitik : Rationalität, Macht und Spiele in Organisationen
M. Liberatore, A. Stylianou (1995)
Expert Support Systems for New Product Development Decision Making: A Modeling Framework and ApplicationsManagement Science, 41
J. Rotemberg, Garth Saloner (1995)
Overt Interfunctional Conflict (and Its Reduction through Business Strategy)The RAND Journal of Economics, 26
and Aldrich, J. Pfeffer (1976)
Environments of OrganizationsReview of Sociology, 2
G. Ortmann (1990)
Computer und Macht in Organisationen : Mikropolitische Analysen
M. Engwall, Anna Jerbrant (2003)
The resource allocation syndrome: the prime challenge of multi-project management?International Journal of Project Management, 21
Michael Song, Jinhong Xie (2000)
Does Innovativeness Moderate the Relationship between Cross-Functional Integration and Product Performance?Journal of International Marketing, 8
A. Kellerman, A. Giddens (2015)
The Constitution of Society : Outline of the Theory of Structuration
D. Buchanan (1999)
Power, politics, and organizational change
J. Mikkola (2001)
Portfolio management of R&D projects: implications for innovation managementTechnovation, 21
X. Song, R. Thieme, Jinhong Xie (1998)
The Impact of Cross‐Functional Joint Involvement Across Product Development Stages: An Exploratory StudyJournal of Product Innovation Management, 15
Nanette Levinson, D. Moran (1987)
R&D management and organizational couplingIEEE Transactions on Engineering Management, EM-34
L. Prasad, A. Rubenstein (1992)
Conceptualizing organizational politics as a multidimensional phenomenon: empirical evidence from a study of technological innovationsIEEE Transactions on Engineering Management, 39
E. Johnsen (1964)
Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s.Ledelse and Erhvervsøkonomi, 28
D. Noble (1985)
Forces of production : a social history of industrial automationThe American Historical Review, 94
S. Hix (1999)
The Political System of the European Union
S. Markham (1998)
A Longitudinal Examination of How Champions Influence Others to Support Their ProjectsJournal of Product Innovation Management, 15
J. Baldridge (1971)
Power and conflict in the university
Kenneth Kahn (2005)
Department Status: An Exploratory Investigation of Direct and Indirect Effects on Product Development PerformanceJournal of Product Innovation Management, 22
Christian Homburg, J. Workman, Harley Krohmer (1999)
Marketing's Influence within the FirmJournal of Marketing, 63
G. Bloor, P. Dawson (1994)
Understanding Professional Culture in Organizational ContextOrganization Studies, 15
Robert Stern, J. Pfeffer, G. Salancik (1979)
The External Control of Organizations: A Resource Dependence Perspective.Contemporary Sociology, 8
D. Gaver, V. Srinivasan (1972)
Allocating Resources between Research and Development: A Macro AnalysisManagement Science, 18
Robert Cooper, S. Edgett, Elko Kleinschmidt (1998)
Portfolio Management for New Products (Управление портфелем новых продуктов)
C. Cabral-Cardoso (1996)
The politics of technology management: influence and tactics in project selectionTechnology Analysis & Strategic Management, 8
M. Crozier, E. Friedberg
Organizations and collective action: our contribution to organizational analysis
M. Crozier, E. Friedberg
Macht und Organisation
A. Pettigrew (1973)
The politics of organizational decision-making
G. Ortmann (1995)
Formen der Produktion : Organisation und Rekursivität
O. Jones, Gary Stevens (1999)
Evaluating failure in the innovation process: the micropolitics of new product developmentR & D Management, 29
D. Knoke, J. Pfeffer (1992)
The Power and the Glory@@@Managing with Power: Politics and Influence in Organizations.Contemporary Sociology, 21
W. Souder (1988)
Managing relations between R&D and marketing in new product development projects☆Journal of Product Innovation Management, 5
E. Rogers, F. Shoemaker (1974)
Communication of Innovations; A Cross-Cultural Approach., 9
P. Frost, C. Egri (1990)
Influence of Political Action on Innovation: Part ILeadership & Organization Development Journal, 11
Cornelius Herstatt (2007)
Management der frühen Innovationsphasen : Grundlagen-Methoden-neue Ansätze
D. Knights, F. Murray (1995)
Managers Divided: Organisation Politics and Information Technology Management
S. Markham (2000)
Corporate Championing and Antagonism as Forms of Political Behavior: An R&D PerspectiveOrganization Science, 11
M. Dodgson (1990)
Managing technology in the decentralised firm : Albert H. Rubenstein, (John Wiley and Sons, New York, 1989) pp. 476, [UK pound]35.85Research Policy, 19
M. Martinsuo, P. Lehtonen (2007)
Role of single-project management in achieving portfolio management efficiencyInternational Journal of Project Management, 25
M. Goedhart, J. Spronk (1995)
Financial planning with fractional goalsEuropean Journal of Operational Research, 82
James Jiang, G. Klein (1999)
Project selection criteria by strategic orientationInf. Manag., 36
Henry Mintzberg (1985)
THE ORGANIZATION AS POLITICAL ARENAJournal of Management Studies, 22
N. Roberts, P. King (1991)
Policy Entrepreneurs: Their Activity Structure and Function in the Policy ProcessJournal of Public Administration Research and Theory, 1
W. Souder, T. Mandakovic (1986)
R&D Project Selection ModelsResearch management, 29
K. Heidenberger, C. Stummer (1999)
Research and development project selection and resource allocation: a review of quantitative modelling approachesInternational Journal of Management Reviews, 1
R. Cooper (1985)
Overall corporate strategies for new product programsIndustrial Marketing Management, 14
Edward Sim, A. Griffin, R. Price, B. Vojak (2007)
Exploring Differences between Inventors, Champions, Implementers and Innovators in Creating and Developing New Products in Large, Mature FirmsProduct Innovation eJournal
William Form, T. Burns, G. Stalker (1963)
The Management of Innovation.Administrative Science Quarterly, 8
J. Martino (1995)
Research and Development project selection
E. Winkofsky, N. Baker, D. Sweeney (1981)
A Decision Process Model of R&D Resource Allocation in Hierarchical OrganizationsManagement Science, 27
C. Suh, E. Suh, Kwang-Churn Baek (1994)
Prioritizing telecommunications technologies for long-range R&D planning to the year 2006IEEE Transactions on Engineering Management, 41
Henry Mintzberg (1983)
Power in and Around Organizations
D. Smith (2007)
The politics of innovation: why innovations need a godfatherTechnovation, 27
Qijia Tian, Jian Ma, Jiazhi Liang, R. Kwok, Ou Liu (2005)
An organizational decision support system for effective R&D project selectionDecis. Support Syst., 39
A. Rubenstein (2001)
Managing Technology in the Decentralized Firm
A. Ven, Douglas Polley, R. Garud, S. Venkataraman (1999)
The innovation journey
Marshall Meyer, J. Pfeffer (1982)
Power in Organizations.Administrative Science Quarterly, 28
R. Cooper (1999)
From Experience: The invisible success factors in product innovationJournal of Product Innovation Management, 16
T. Mandakovic, W. Souder (1985)
A flexible hierarchical model for project selection and budget allocationR & D Management, 15
N. Archer, F. Ghasemzadeh (1999)
An integrated framework for project portfolio selectionInternational Journal of Project Management, 17
Purpose – Firms engaged in new product development (NPD) have to achieve a balanced portfolio of NPD projects. Despite the large number of models purporting to support portfolio optimization, most of them do not take into account political bias in project selection decisions. This paper aims to analyze approaches of organizational politics to NPD project selection and their implications for NPD portfolio management and future research. Design/methodology/approach – A review is made of the current literature at the intersection between organizational politics and NPD project selection. With regard to the underlying assumptions of organizational politics, similarities, differences, practical implications, and research perspectives are identified. Findings – From the paper, insights could be gained into explaining the effects of organizational politics on NPD project selection. However, the differences in assumptions that can be generally observed in organizational politics are also reflected in the studies analyzed. Future research could benefit from integrating different political and methodological perspectives. Practical implications – In order to reach a balanced NPD portfolio, the potentially dysfunctional biases which characterize political processes from idea generation to project selection should be addressed. A concept of NPD portfolio management is proposed which considers the management of power and politics. Originality/value – This paper contributes to a more comprehensive overview of political approaches of NPD project selection and serves as a sound basis for future research. The relevance and implications of politics for NPD portfolio management are demonstrated.
European Journal of Innovation Management – Emerald Publishing
Published: Jan 25, 2011
Keywords: Organizations; Organizational politics; Product development
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.