UNDERSTANDING POWER, CONFLICT, & SPONSOR RELATIONSHIPS IN MANAGING NEW PRODUCT DEVELOPMENT PROJECTS
In the last two decades important gains have been made in our knowledge of product development project management. Much of this knowledge has focused on creating better tools to plan, execute, and control projects. There are, however, other important determinants of project success. Three areas which have received far less attention are how project leaders can gain support for their projects via their interpersonal power & influence; how to deal with those who can either block or help facilitate project accomplishment; and how to “manage upwards, e.g., managing key relationships with project sponsors and senior management. This paper’s purpose is to present a framework which examines one framework for thinking about managing new product development projects. The aim is to make the management process more effective and perhaps less problematic for those charged with managing complex development projects.
David Wilemon
Emeritus Professor of Innovation Management & Entrepreneurship Whitman School of Management, Syracuse University
国际会议
Academy of Innovation and Entrepreneurship 2010(2010创新与创业国际学术会议)
北京
英文
342-348
2010-07-09（万方平台首次上网日期，不代表论文的发表时间）