The development and application of a process model for R&amp;D project management in a high tech firm: A field study

Verma, Devesh; Mishra, Anant; Sinha, Krishnendu

doi:10.1016/j.jom.2010.11.010

Cited by 35 publications

(32 citation statements)

References 36 publications

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“…Instability in such industries is primarily a result of rapidly changing technological conditions which lead to shorter product life cycles (Davidow, 1986). These conditions require firms to introduce a continuous stream of new products (Verma et al, 2011) on expedited timelines (Cohen et al, 1996). To achieve expedited product and process development, tasks are often executed in parallel (Terwiesch et al, 2002), further complicating the process of identifying all possible failure modes.…”

Section: Hypothesesmentioning

confidence: 99%

How firm innovativeness and unexpected product reliability failures affect profitability

Mackelprang

Habermann

Swink³

2015

J of Ops Management

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This study examines relationships among a firm’s innovativeness, its unexpected product failure costs, and financial performance. When a firm chooses to develop more innovative products and processes, product reliability outcomes become more uncertain. These uncertainties in turn may lead to unexpected warranty claims costs, as well as other costs that can erode the advantages of an innovation leadership position. This study empirically tests these propositions using publically reported warranty and financial data from 2003 to 2013, representing 482 unique firms. Consistent with prior studies, our estimation of the direct effects of firm innovativeness on financial performance shows an inverted–u–shaped relationship. Importantly, we find that more innovative firms also experience more unexpected product failure costs, and, consistent with organizational information processing theory, the negative impacts of these costs on financial performance extend well beyond the direct costs associated with remediating warranty claims. Further, we find that this relationship is robust to differing levels of industry innovativeness. Hence, our study suggests that product failure risks associated with firm innovativeness are significant, and act to at least partially offset the financial benefits of innovation leadership. In addition, standard accounting for product warranty claims may substantially understate the true costs associated with product failures, which appear to generate significant SG&A, fixed asset, and inventory costs above and beyond direct warranty processing costs. Our study also demonstrates a novel usage of warranty claims data. We discuss the implications of these findings for both managers and researchers.

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Section: Hypothesesmentioning

confidence: 99%

How firm innovativeness and unexpected product reliability failures affect profitability

Mackelprang

Habermann

Swink³

2015

J of Ops Management

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“…Verma et al took high tech firms as the object of research, investigatedmarket pull and technical challenge as the generative mechanisms for calculating the priority of projects, and employed auction mechanism to allocate resources [1]. They get priority of every project through the method of questionnaire where technical challenge and market pull are estimated.…”

Section: Methodsmentioning

confidence: 99%

A bid & auction mechanism for resource management in project portfolios

Chen

Zhang

2015

2015 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM)

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This paper develops a bid & auction mechanismtohelp decision making in project portfolio management, either to allocate global resources, or to decide whether a new project should be accepted or not.This mechanism is developed based ona multi-agent system model which is inherently a bi-level structure. In the upper level, anauction agent is employed to representthe benefit of the portfolio through allocating global resources. In the lower level, project agents are employed to represent the benefit of corresponding projects (or programs) through managing specific schedules. Moreover, cash is employed as the bid target here to ensure the truthfulness of information.Keywordsproject portfolio, auction, resource management 1297 978-1-4673-8066-9/15/$31.00 ©2015 IEEE Proceedings of the 2015 IEEE IEEM

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“…van Bekkum et al, ; Wang et al, ; Alabau, ) seeking to improve the success rates of these projects. However, most of the existing proposals in the literature are theoretical and with little practical application (Verma et al, ).…”

Section: Randd Project Managementmentioning

confidence: 99%

“…In the case of industry, there is a literature devoted to R&D portfolio and project management and they are mainly dedicated to the development of decision‐making models for project selection. Verma et al () propose a R&D project management model for the case of a high‐tech enterprise. The model has the possibility to change priorities over time by market and associate technical challenges.…”

Section: Randd Project Managementmentioning

confidence: 99%

Principal researcher and project manager: who should drive R&D projects?

2016

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In this paper, it is analyzed the hypothesis that in R&D the principal researcher (PR) is accepted as the coordinator or project manager (PM), carrying out the search for financing and to manage contracts, resources, cost, time, scope, risk and uncertainty, communication, stakeholders and so on, in addition to internal research activities. Thus, this study tries to verify this hypothesis through a major literature review in different types of projects developed by university, but also with a look to industry and industryuniversity cooperation. Two case studies are also analyzed, centered in its R&D project management maturity level. It is concluded that there is an important issue in projects' success and in the time spent by PR in management, work for which they are under trained; while at the industry there is a greater approach to project management by the proximity of the innovation projects to other industrial projects. Following these initial findings and according to the case study results, it is proposed that R&D Projects in universities would be separated into two synergistic knowledge areas: R&D Management and Project Management. It is also recommended to allocate them to two distinct roles, where they could add value to R&D through their better knowledge and skills. (2013).Managing the intangible aspects of a project: the affect of vision, artifacts, and leader values on project spirit and success in technology-driven projects.

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The development and application of a process model for R&D project management in a high tech firm: A field study

Cited by 35 publications

References 36 publications

How firm innovativeness and unexpected product reliability failures affect profitability

How firm innovativeness and unexpected product reliability failures affect profitability

A bid & auction mechanism for resource management in project portfolios

Principal researcher and project manager: who should drive R&D projects?

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