Midler, Killen and Kock opine, “A recurrent theme … is the need to manage projects in the uncertain, dynamic, and complex environments that are typical for highly innovative projects. Such environments are often ill-suited for traditional “rational” project management approaches due to unclear goals, shifting milestones, and evolving and unfolding activities. Alternative perspectives and approaches… provide conceptual inputs, as well as evidence and in-depth empirical understanding of how and when project management structures can provide benefits in managing innovation” (2016). The authors argue there are four main theoretical (and distinct) approaches:
- Evidence-informed approach (Evidence-Informed)
- Open innovation logic (Open)
- Effectual approach (Effectual)
- Subjective-interactive innovation management (Subjective)
Additional papers and discussion can be found in the April/May 2016 Project Management Journal and was a worthwhile read especially when considering antithetical ontological and epistemological assumptions within the practice of project management today.
Filed under: Project Management, Qualitative, Quantitative, Theory
