Projektleiter in der industriellen Forschung und Entwicklung

Keim, Gesche

doi:10.1007/978-3-663-08881-3

Cited by 15 publications

(3 citation statements)

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“…The respondents also indicated whether or not each ability was important for project success, using a yes/no format. The list of abilities was based upon an extensive literature review that included 44 papers on the subject of project managers' abilities (Keim, 1997). Since the list on the questionnaire was intended to be comprehensive, all items found in the literature were included except those that were obvious duplications.…”

Section: The Research Methodologymentioning

confidence: 99%

Realistic Criteria for Project Manager Selection and Development

Hauschildt

Keim

Medcof

2000

Project Management Journal

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Five types of project managers were identified and the level of success of each and its frequency of occurrence in the project manager sample were determined. When refined through further research, this typology holds the promise of more effective project manager selection and development tools, and the possibility of maintaining a population of project managers in an organization that is optimum for the needs of that organization.

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Section: The Research Methodologymentioning

confidence: 99%

Realistic Criteria for Project Manager Selection and Development

Hauschildt

Keim

Medcof

2000

Project Management Journal

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“…This aspect has not yet been studied. 12 For more information on the characteristics of successful project leaders, consult Keim (1997). 13 In this context, it is notable, that the influences of project-related incentive systems on the success of new products has not been studied yet.…”

Section: Notesmentioning

confidence: 99%

Success Factors of New Product Development: A Review of the Empirical Literature

Ernst

2002

Int J Management Reviews

576

447

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The continuous development and market introduction of new products can be an important determinant of sustained company performance. For approximately 30 years, conceptual and empirical research has been undertaken to identify the critical success factors of new products. This paper reviews the findings of empirical work into the success factors of new product development (NPD). It is the prime objective of this work to summarize the most important findings in a compact and structured way. In addition, shortcomings of previous empirical work on NPD success factors will be discussed and suggestions for improvement in future empirical NPD studies will be made.

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“…A survey of 215 companies with project management, conducted by Keim (1997), confirmed that it is very important for a project leader to show technical and managerial capabilities (Keim, 1997, p. 263).…”

Section: Resultsmentioning

confidence: 99%

Leadership in R&D Projects

Grosse

2007

Creat Innov Manage

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This article describes the results of an empirical study regarding a suitable style of R&D project leadership, especially what tasks project leaders should perform by themselves and what tasks they should delegate, what personal characteristics they should be endowed with and what kind of relationships they should have with their team. Fifty interviews were held in German institutions short-listed for an award for their innovative products by the Saxon government. In contrast to the assumption of the Social Identity Theory, in these institutions good R&D project leaders are not the 'prototype' of their team, but successfully balance the interests of the company and the R&D project team.

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Projektleiter in der industriellen Forschung und Entwicklung

Cited by 15 publications

References 0 publications

Realistic Criteria for Project Manager Selection and Development

Realistic Criteria for Project Manager Selection and Development

Success Factors of New Product Development: A Review of the Empirical Literature

Leadership in R&D Projects

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