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How environmental and organizational complexity affects opportunity recognition in development projects

Zolin, Roxanne & Kropp, Fredric (2009) How environmental and organizational complexity affects opportunity recognition in development projects. In Enhancing the innovation environment: Proceedings of the 10th International CINet Conference, 6-8 September 2009, Australia, Queensland, Brisbane.

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Abstract

New product development projects are experiencing increasing internal and external project complexity. Complexity leadership theory proposes that external complexity requires adaptive and enabling leadership, which facilitates opportunity recognition (OR). We ask whether internal complexity also requires OR for increased adaptability. We extend a model of EO and OR to conclude that internal complexity may require more careful OR. This means that leaders of technically or structurally complex projects need to evaluate opportunities more carefully than those in projects with external or technological complexity.

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ID Code: 27165
Item Type: Conference Paper
Additional URLs:
Keywords: Corporate Entrepreneurship, Complex Projects, Entrepreneurial Orientation, Opportunity Recognition, Complexity Leadership Theory
ISBN: 9789077360125
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Entrepreneurship (150304)
Divisions: Current > Research Centres > Australian Centre for Business Research
Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Copyright Owner: Copyright 2009 (please consult author)
Deposited On: 01 Sep 2009 14:34
Last Modified: 29 Feb 2012 23:55

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