- List of Figures
- List of Tables
- List of Contributors
- Introduction: Towards the Third Wave of Project Management
- A Brief History of Project Management
- Theoretical Foundations of Project Management: Suggestions for a Pluralistic Understanding
- The Evolution of Project Management Research: The Evidence from the Journals
- Prospects for Professionalism in Project Management
- The Project Business: Analytical Framework and Research Opportunities
- Projects and Partnerships: Institutional Processes and Emergent Practices
- Project Ecologies: A Contextual View on Temporary Organizations
- The P-Form Corporation: Contingencies, Characteristics, and Challenges
- Implementing Strategy through Projects
- Program Management: An Emerging Opportunity for Research and Scholarship
- Projects and Innovation: Innovation and Projects
- Project Governance
- Over Budget, Over Time, Over and Over Again: Managing Major Projects
- Managing Risk and Uncertainty on Projects: A Cognitive Approach
- Information Management and the Management of Projects
- Shaping Projects, Building Networks
- Innovating the Practice of Normative Control in Project Management Contractual Relations
- Trust in Relational Contracting and as a Critical Organizational Attribute
- Knowledge Integration in Product Development Projects: A Contingency Framework
- Leadership And Teamwork In Dispersed Projects
- Projects-as-Practice: New Approach, New Insights
- Author Index
- Subject Index
Abstract and Keywords
This article focuses on the historical and practical relationship between projects and innovation and the connections between the two, often separate, fields of research. First it provides a review of the historical linkages between innovation and projects/project management, including early military projects in the 1950s and 1960s, showing how projects were used to ferment innovation outside of the conventional organizational forms, politics, and processes. Next it discusses the many ways in which the literature treats innovation, providing a clear and simple practical definition of innovation. Following this it provides a summary of different models of innovation, suggesting how the nature and function of innovation has changed over the past decades, how researchers have interpreted these changes, and how they link to the field of project management.
Tim Brady has been researching innovation and innovation management since 1980, joining CENTRIM (Centre for Research in Innovation Management) at the University of Brighton in 1994. He was Deputy Director of the ESRC-funded CoPS Innovation Centre. A member of the EPSRC's “Rethinking Project Management” Network, he organized the 2007 IRNOP research conference. Current research interests include learning and capability development in project-based business.
Mike Hobday is Professor of Innovation Management at CENTRIM (Centre for Research in Innovation Management), Brighton University, UK. His research interests include innovation processes in East and South East Asia focusing on technological progress and strategy within local firms and multinational corporations. He also works on project‐based innovation in high‐value complex products and systems. Besides many journal publications, he is the author of Innovation in East Asia: The Challenge to Japan (Edward Elgar, 1997); co‐author (with Andrew Davies) of The Business of Projects: Managing Innovation in Complex Products and Systems (Cambridge University Press, 2005); and co‐editor (with Andrea Prencipe and Andrew Davies) of The Business of Systems Integration (Oxford University Press, 2003).
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