A Contingency Approach on the Impact of Front-End Success on Project Portfolio Success

Kock, Alexander; Heising, Wilderich; Gemünden, Hans Georg

doi:10.1002/pmj.21575

Cited by 62 publications

(64 citation statements)

References 79 publications

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“…Consequently, front‐end success is conceptualized along the two dimensions effectiveness and efficiency. Front‐end effectiveness considers the quality of implementable ideas and concepts that have the potential for value generation—such as the potential to strengthen the company's competitive position or to increase future revenues (Bertels et al, ; Ho and Tsai, ; Kock et al, ; Kock, Heising, and Gemünden, ). Front‐end efficiency concerns the productivity and speed of the front‐end phase and considers how quickly ideas are translated into concepts and eventually project proposals (Kock et al, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Takin' Care of Business Models: The Impact of Business Model Evaluation on Front‐End Success

Schrauder

Kock²,

Baccarella³

et al. 2017

J of Product Innov Manag

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In recent years, the discussion about business models has garnered increasing attention in practice and research. It is argued that thinking about business model alternatives supports managers, entrepreneurs, or R&D groups in, for instance, developing technological ideas into successful new businesses. Due to a business model's holistic perspective on ideas, it aims to understand not only what kind of value can be created for customers with a certain project but also how this value can be captured and what the corresponding value architecture looks like. Although existing research argues that technological development and business model development should go hand in hand, a quantitative examination of the actual benefits of business model evaluation in the technology‐driven front end of innovation has yet to be performed. This study relates business model evaluation to dimensions of front‐end success and examines environmental turbulence as a moderating variable. Hypotheses are tested by applying structural equation modeling on a set of 151 R&D groups. Results indicate that the extent of business model evaluation in R&D groups' early innovation phases positively relates to front‐end effectiveness and efficiency. Further findings reveal that environmental turbulence increases the strength of these relationships, indicating the stronger relevance of business model evaluation in more turbulent environments.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Takin' Care of Business Models: The Impact of Business Model Evaluation on Front‐End Success

Schrauder

Kock²,

Baccarella³

et al. 2017

J of Product Innov Manag

Self Cite

View full text Add to dashboard Cite

show abstract

“…Good decision‐making processes about which projects should be realized in a project portfolio start early. This means that organizations should proactively work on a good pipeline of project ideas leading to concepts and well‐founded business plans of project proposals (Kock, Heising, and Gemünden, ). If this pipelining work is done in an innovation‐fostering climate, creating trust that the initiatives for innovation have a fair and realistic chance to get selected and supported, then there is a higher chance that people will disclose their ideas and work on them (Amabile, Conti, Coon, Lazenby, and Herron, ; Kock et al, ).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Antecedents to Decision‐Making Quality and Agility in Innovation Portfolio Management

Kock

Gemünden²

2016

J of Product Innov Manag

Self Cite

112

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Innovation portfolio management (IPM) is a dynamic decision‐making process, in which projects are evaluated and selected, and resources are allocated. Previous research has developed an understanding of IPM success and its influencing factors. However, little research investigated the quality of the decision‐making process and the ability to quickly adapt the portfolio. This study focuses on the antecedents of decision‐making quality and agility (i.e., responsiveness to changes in the environment). Based on a decision‐making framework, five structural and cultural IPM components are derived as important antecedents of decision‐making quality, which in turn influences agility. The structural components (1) clarity of strategic goals, (2) formality of the IPM processes, and (3) controlling intensity serve a coordinating function. The cultural components (4) innovation climate and (5) risk climate serve a motivating function in IPM. An analysis of a sample of 179 firms and their innovation portfolios through structural equation modeling using a double‐informant design documents that these five components all positively influence portfolio decision‐making quality, which in turn positively influences agility. Results further show that environmental turbulence moderates some of these relationships. While the positive effect of process formality is weakened under increasing turbulence, the effects of controlling intensity and climate for innovation are strengthened by environmental turbulence. The findings have theoretical implications for the understanding of IPM as a dynamic capability and practical implications for the management of portfolios in turbulent environments.

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“…, the front-end of a project shapes the innovation and value co-creation(Artto, Ahola, & Vartiainen, 2016). As stated by Matinheikki, Artto,Peltokorpi and Rajala (2016, p. 1228) "innovation is in the core of value creation" Kock, Heising and Gemünden (2016). cite the need of an organizational mind-set being open to taking risks, enabling project practitioners exploiting uncertainty by seeking innovative solutions.…”

mentioning

confidence: 99%

The Role of the Project Management Office (PMO) in Stimulating Innovation in Projects Initiated by Owner and Operator Organizations

Sergeeva

Ali

2020

Project Management Journal

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This article explores the extent to which innovations are driven by the project management office (PMO), an internal unit within owner and operator organizations that is responsible for overall project assurance and control. Semi-structured interviews were conducted with organizational members of Transport for London (TfL), a public transport owner and operator organization and a key stakeholder in the UK infrastructure sector. This was combined with the analysis of four project assurance reviews initiated and delivered by TfL. The findings demonstrate that the PMO provides opportunities for building and enhancing innovative capabilities of the owner and operator organization.

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A Contingency Approach on the Impact of Front-End Success on Project Portfolio Success

Cited by 62 publications

References 79 publications

Takin' Care of Business Models: The Impact of Business Model Evaluation on Front‐End Success

Takin' Care of Business Models: The Impact of Business Model Evaluation on Front‐End Success

Antecedents to Decision‐Making Quality and Agility in Innovation Portfolio Management

The Role of the Project Management Office (PMO) in Stimulating Innovation in Projects Initiated by Owner and Operator Organizations

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