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.
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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|Item Type:||Conference Paper|
|Keywords:||Corporate Entrepreneurship, Complex Projects, Entrepreneurial Orientation, Opportunity Recognition, Complexity Leadership Theory|
|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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