The management of innovation in project-based firms

By A. Keegan, J. Turner. 2000

346 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/279944b5536378a292db4b8bfcd5da8fc37e13e7

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Citations in the corpus

Building Project Capabilities: From Exploratory to Exploitative Learning (2004, background): “These ‘project business’ organizations can be entire project-based firms (Gann and Salter 1998, 2000; Keegan and Turner 2002) as in construction and Brady & Davies: Building Project Capabilities 1603”
Developing leaders for creative efforts: A domain-based approach to leadership development (2007, background): “1053-4822/$ - see front matter © 2007 Published by Elsevier Inc. doi:10.1016/j.hrmr.2007.08.002 innovation take place (e.g. Keegan & Turner, 2002; McGourty, Tarshis, & Dominick, 1996), and b) the actions that must be taken by leaders to insure the success of these projects (e.g. Dougherty & Hardy,…”
Exploring the Role of Leadership in Enabling Contextual Ambidexterity (2015, background): “The pressures for exploration and exploitation are generally pronounced in project-based organizing (Keegan & Turner, 2002; Sydow, Lindkvist, & DeFillippi, 2004).”
Impact of specific investments, governance mechanisms and behaviors on the performance of cooperative innovation projects (2017, background): “Others found that firms based on projects do not provide a context supportive of innovation, since they prioritize efficient management of projects (Keegan and Turner, 2002).”
Resource fit in digital transformation (2011, background): “In particular, organizational innovation and transformation are not universally useful for generating firm success; indeed, they can be dangerous and negatively affect business (Keegan and Turner, 2002).”