Systems thinking in innovation project management: A match that works

Kapsali, Maria

Abstract

This paper discusses why conventional project management practices lead to the failure of publicly funded innovation deployment projects, and investigates how the use of systems thinking in project management can help projects be more successful. Based on 12 case studies of two EU innovation policies, we provide evidence that by using systemic project management, which entails providing flexibility in planning, communicating and controlling activities, innovation projects are more successful. This research refutes previous theory that claims that we should formalize to manage complexity and uncertainty. The key finding is that systems thinking methods provide the flexibility to manage innovativeness, complexity and uncertainty in innovation projects more successfully. Suggestions for further research include suggestions of how to embed flexibility in project management methods using the constructs of equifinality and causal embeddedness.

• Journal Article Type: Article
• Acceptance Date: Jan 6, 2011
• Online Publication Date: Feb 4, 2011
• Publication Date: May 1, 2011
• Deposit Date: Oct 7, 2021
• Journal: International Journal of Project Management
• Print ISSN: 0263-7863
• Electronic ISSN: 1873-4634
• Publisher: Elsevier
• Peer Reviewed: Peer Reviewed
• Volume: 29
• Issue: 4
• Pages: 396-407
• DOI: https://doi.org/10.1016/j.ijproman.2011.01.003
• Public URL: https://uwe-repository.worktribe.com/output/7434591
• Publisher URL: http://doi.org/http://dx.doi.org/10.1016/j.ijproman.2011.01.003