Bottom-up or top-down? Evolutionary change management in NPD processes

Smeds, Riitta; Haho, Päivi; Alvesalo, Jukka

doi:10.1504/ijtm.2003.003415

Cited by 26 publications

(19 citation statements)

References 14 publications

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“…Beyond their individual performance effect, we argue that there is a complementary effect; a superadditive effect such that an increase in either aspect amplifies the benefits of the other aspect. Following studies that highlight the benefits of managing both the deliberate and emergent elements concurrently (Burgelman, 1991;Hart, 1992;Hutchison-Krupat and Kavadias, 2015;Smeds et al, 2003) we propose a positive interaction between deliberate strategy implementation and emerging strategy recognition. there is a positive interaction effect.…”

Section: Emerging Strategy Recognition and Project Portfolio Successmentioning

confidence: 99%

The role of project portfolio management in fostering both deliberate and emergent strategy

Kopmann

Kock

Killen

et al. 2017

International Journal of Project Management

104

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Formal strategy processes have been shown to be insufficient in shaping strategy, particularly in turbulent environments. Emerging strategies that constitute independently from deliberate top-down strategy processes are important for organizational adaptability.This study explores strategic control mechanisms at the project portfolio level and their influence on emergent and deliberate strategies. Based on a sample of 182 firms, we show that both deliberate and emerging strategies positively influence project portfolio success, complementing each other. In turbulent environments, the relevance of deliberate strategy implementation decreases. Strategic control activities not only fosters the implementation of intended strategies, but also discloses strategic opportunities by unveiling emerging patterns.Furthermore, we find that deliberate strategy implementation and emerging strategy recognition mediate the performance impact of strategic control. Our findings suggest that strategic control at the project portfolio level has an important role to play in the purposeful management of emergent strategies.

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Section: Emerging Strategy Recognition and Project Portfolio Successmentioning

confidence: 99%

The role of project portfolio management in fostering both deliberate and emergent strategy

Kopmann

Kock

Killen

et al. 2017

International Journal of Project Management

104

View full text Add to dashboard Cite

show abstract

“…The two approaches are very closely aligned with knowledge flow and structure of authority inherent in an organization. Smeds, Haho, and Alvesalo (2003) did a study that looked at change management in two diverse settings, pharmaceutical and telecommunications, where both top-down and bottom-up change management approaches were used. They agreed that the two approaches worked well in their case study organizations because of the dialogue which the change management program initiated between strategy and operations.…”

Section: Grounded Theory Literature Review Resultsmentioning

confidence: 99%

Systematic and Grounded Theory Literature Reviews of Software Process Improvement Phenomena: Implications for IS Research

2013

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Over the years, there seems to be little achievement made with regards to effective measurement of software development organizations' capabilities, especially with regards to their effective implementation of Software Process Improvement (SPI) programs. This problem has been ascribed to the limitations which the capability models have in terms of accurately identifying organizational variables which will appropriately serve as capability measures. This study, therefore, argues that variables such as knowledge economy, corporate ideology, organizational design, quality management, and performance management can evolve in IS research as primary measures required to accurately measure software development organizations' capabilities. The methods that were adopted are the grounded theory literature review and the systematic literature review methods. The grounded theory literature review allowed the authors to carry out a rigorous review of the literature on subjects, namely, knowledge economy, organizational sciences, quality management, and performance management, with the aim of pointing out the need for a conceptual shift in SPI research. The systematic literature review was used to descriptively analyze 14 IS based articles published in five hand-picked IS research publication outlets. We found out that there is need for IS based SPI researchers to study knowledge economy, corporate ideology, organizational design, quality manMaterial published as part of this publication, either on-line or in print, is copyrighted by the Informing Science Institute. Permission to make digital or paper copy of part or all of these works for personal or classroom use is granted without fee provided that the copies are not made or distributed for profit or commercial advantage AND that copies 1) bear this notice in full and 2) give the full citation on the first page. It is permissible to abstract these works so long as credit is given. To copy in all other cases or to republish or to post on a server or to redistribute to lists requires specific permission and payment of a fee. Contact Publisher@InformingScience.org to request redistribution permission.Systematic and Grounded Theory Literature Reviews 250 agement and performance management as intertwined variables and not as separate variables as currently being practiced in the field. We also found out that IS based SPI research is multidisciplinary in nature and are mainly carried out as literature reviews and action research. We recommend that IS researchers should endeavour to bring together these variables since they influence one anther in order to be able to carry out more formidable analysis of the issues affecting the measurement of software development organizations' capability and how it affect the implementation of SPI programs. This research contributed theoretically to the IS SPI literature.

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“…It enables the conversion of the participants' tacit process knowledge into shared explicit knowledge. (e.g., Smeds et al 2003, Feller et al 2005.…”

Section: Research Approach and Methodsmentioning

confidence: 99%

Coordinating the service process of two business units towards a joint customer

Lavikka

Smeds

Jaatinen

2009

Production Planning & Control

Self Cite

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This article presents a new theoretical framework for coordinating an inter-unit collaborative service process towards a joint customer. To guarantee the quality and the added value of the service offering for the end customer, the two business units should organise their work as cross-functional and cross-unit business processes. The common service process is itself presented as a central coordination mechanism. It defines how tasks and responsibilities are shared between the collaborating units. The framework presents the factors supporting cooperation between the units, the prerequisites of the common service process and the ways of coordinating inter-unit cooperation. The study applies a constructive action research approach and abductive reasoning to develop the new framework through a single-company longitudinal, qualitative case study that consists of three development projects. Business unit managers can use the new framework as an analytical tool for recognising potential factors supporting cooperation and coordination in their specific operating environments.

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Bottom-up or top-down? Evolutionary change management in NPD processes

Cited by 26 publications

References 14 publications

The role of project portfolio management in fostering both deliberate and emergent strategy

The role of project portfolio management in fostering both deliberate and emergent strategy

Systematic and Grounded Theory Literature Reviews of Software Process Improvement Phenomena: Implications for IS Research

Coordinating the service process of two business units towards a joint customer

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