Innovation has been promoted as a panacea to solve the long-standing problem of how organizations deal with complexities associated with uncertainty and instability in ever changing environments. information systems (IS) research focusing on innovation has adopted several perspectives to reveal a rich context in which the innovation surfaces as a phenomenon. Examination of a rich context may contribute to a better understanding of an extent to which uncertainty and instability can affect or be affected by innovation strategies that require various innovation efforts in an organization. In this regard, one of the most critical issues is to ensure that these innovation efforts can achieve a successful outcome via their strategic and structural alignment. In this research, we propose an integrated framework that addresses an innovation alignment issue by employing three high-level notions (strategic dimensions, structural characteristics, strategizing acts). The integrated framework has been used rigorously in two cases for an explorative purpose. Our interpretation of the evidence suggests that strategizing act, as a high-level notion has an explanatory power to articulate the associations between strategic dimensions and structural characteristics. Among other findings, we have observed that the closed, incremental and process-oriented innovation strategy is particularly relevant to the corporate level whereas radical, product-oriented, and partially open innovation strategy is associated with a more exclusive innovation structure.
The purpose of this research is to understand what aspects of brand-named project management method (Project Management Institute -PMI) have been adopted in a service organization and how. The case context examined demonstrates how a weak-matrix organizational structure and agency interpretation along with project management maturity for IT outsourcing projects can affect adoption of a project management method. An interpretative case study is employed for examining the interplays among key notions underlying project management method adoption in IT outsourcing projects. The case study is framed with a research logic constituting the underlying notions of method adoption: the context, the agency, and the method and its fragments. It is found that the organization realizes 43 out of 47 processes proposed by PMI. It is also observed that the perceived project management maturity level is not aligned with the method fragments adopted. Among other discussion points, the present findings contribute to the existing literature by emphasizing the effects of management control on PM method adoption in IT outsourcing. Furthermore, this case allows us to argue that product-focused orientation in project management method adoption is evident and has several implications. The adoption and adaptation of processes in different types of projects is on the authors' future research agenda.
Management of Industry 4.0 projects needs to have a distinct discourse, be flexible, iterative and creative. These projects are tightly linked with the way people work which is directly related to both their capabilities and their ways of thinking. Challenging Industry 4.0 projects entail out-of-the-box thinking. The basic premise of this research is that the complex transformation accompanying Industry 4.0, which involves various dimensions, requires extensive and effective project management that can leverage novel approaches and techniques such as design thinking. This new approach may overcome the limitations of the dominant model of standard project management and has the potential to bridge the gap between a refreshed project management perspective and the tools/techniques in practical use. Deciding whether, and to what extent, design thinking needs to be adopted in practice in Industry 4.0 project management is a challenge. However, it is time to start exploring the challenges governing the interface between agile approaches such as design thinking and Industry 4.0 project management.
Management of Industry 4.0 projects needs to have a distinct discourse, be flexible, iterative and creative. These projects are tightly linked with the way people work which is directly related to both their capabilities and their ways of thinking. Challenging Industry 4.0 projects entail out-of-the-box thinking. The basic premise of this research is that the complex transformation accompanying Industry 4.0, which involves various dimensions, requires extensive and effective project management that can leverage novel approaches and techniques such as design thinking. This new approach may overcome the limitations of the dominant model of standard project management and has the potential to bridge the gap between a refreshed project management perspective and the tools/techniques in practical use. Deciding whether, and to what extent, design thinking needs to be adopted in practice in Industry 4.0 project management is a challenge. However, it is time to start exploring the challenges governing the interface between agile approaches such as design thinking and Industry 4.0 project management.
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