Why New Business Development Fails? Coping with the differences of Technological versus Market Knowledge

JH Burgers; Frans van den Bosch; Henk Volberda

doi:10.1016/j.lrp.2007.10.003

Why New Business Development Fails? Coping with the differences of Technological versus Market Knowledge

JH Burgers, Frans van den Bosch, Henk Volberda

Department of Strategic Management and Entrepreneurship

Research output: Contribution to journal › Article › Academic › peer-review

96 Citations (Scopus)

Abstract

Managing through projects has become important for generating new knowledge to cope with technological and market discontinuities. This paper examines how the fit between the creation of technological and market knowledge and important project management characteristics, i.e. project autonomy and completion criteria, influences the success of new business development (NBD) projects. In-depth longitudinal case research on NBD projects commercialised from 1993 to 2003 in the consumer electronics industry highlights that project management characteristics focusing only on the creation of technological knowledge contributed to the failure of those NBD projects that required new market knowledge as well. The findings indicate that senior management support and engaging in an alliance with partners possessing complementary market knowledge can offset this misalignment of the organisation of NBD projects.

Original language	English
Pages (from-to)	55-73
Number of pages	19
Journal	Long Range Planning
Volume	41
Issue number	1
DOIs	https://doi.org/10.1016/j.lrp.2007.10.003
Publication status	Published - 2008

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10.1016/j.lrp.2007.10.003

http://hdl.handle.net/1765/13562

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abstract = "Managing through projects has become important for generating new knowledge to cope with technological and market discontinuities. This paper examines how the fit between the creation of technological and market knowledge and important project management characteristics, i.e. project autonomy and completion criteria, influences the success of new business development (NBD) projects. In-depth longitudinal case research on NBD projects commercialised from 1993 to 2003 in the consumer electronics industry highlights that project management characteristics focusing only on the creation of technological knowledge contributed to the failure of those NBD projects that required new market knowledge as well. The findings indicate that senior management support and engaging in an alliance with partners possessing complementary market knowledge can offset this misalignment of the organisation of NBD projects.",

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Why New Business Development Fails? Coping with the differences of Technological versus Market Knowledge

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