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The dynamic interplay between autonomy and relatedness : implications for NBD-project performance

Burgers, Henri (2008) The dynamic interplay between autonomy and relatedness : implications for NBD-project performance. In Solomon, George (Ed.) Academy of Management 2008 Annual Meeting Proceedings – The Questions We Ask, 8 – 13 August 2008, Anaheim, California, United States.

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Abstract

Research on the effects of new business development project relatedness and autonomy on project performance has shown ambiguous results. We develop novel insights into this relationship by addressing the dynamic interplay between these concepts. Our findings indicate that project performance is enhanced if project autonomy is increased for unrelated projects and decreased for related projects. However, the interaction effect turns out to be negative for achieving cost objectives. This indicates that more autonomous projects try to increase project performance at the expense of achieving their cost objectives. Another key finding is that these relationships change over the course of the NBD-process. This implies that projects should be managed differently in the development versus the commercialization phase of the NBD-process.

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ID Code: 19477
Item Type: Conference Paper
Keywords: Technology and Market Knowledge, New Business Development Projects, Relatedness
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Innovation and Technology Management (150307)
Divisions: Current > Research Centres > Australian Centre for Business Research
Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Deposited On: 07 Apr 2009 11:48
Last Modified: 05 Jan 2011 23:42

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