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.

Despite the increasing interest in design thinking, there still is a lack of empirical understanding on what happens when design thinking, or elements of it, are adopted in organizations not accustomed to such approaches. Experimentation is one of the fundamentals of design thinking, and this study explores the impediments for experimentation in four novice design teams taking part in short-term experimentation sprints in a Finnish financial organization. This study adopted a case-study and action research approach and data was gathered through video-recoding and semi-structured interviews. Four central themes that may become bottlenecks when aiming to adopt experimentation in novice teams were identified: resistance to iteration, overlooking the experimentation ideas of others' and oneself, losing sight of the initial problem to be solved, and a bias towards planning. The study showed that adopting experimentation, in novice design teams requires the team to adopt an appropriate mindset that is open for modifications in the idea and for iteration in the experimentation cycle.

Individuals are at the heart of innovation, and their innovative behavior is influenced by their ability and willingness to be innovative. Experimentation is a key activity in innovation. An individual's experimentation behavior - the behavior towards designing, executing and learning from experiments - can be seen as a subset of innovative behavior. Yet, previous research has largely overlooked the level of an individual when studying factors influencing experimentation. This paper investigates how characteristics of an individual promote their experimentation behavior. To understand experimentation on the level of an individual, 18 individuals working in five short-term innovation projects adopting experimentation were selected for this explorative study. Data was collected from multiple sources, through action research. The results of the study suggest 12 characteristics of an individual that promote the experimentation behavior of individuals who are involved in experimentation for the first time, in specific ways at the different stages of the experimentation cycle.

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.

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