New product development projects

the effects of organizational culture

Recent studies have found that new product development (NPD) projects consistently fail at alarmingly high rates. This article examines--via a survey of 95 United States manufacturing companies--how an organization's culture can influence its capability to implement NPD projects. In doing so, it discusses the results of recent NPD studies, noting the strategic characteristics that shape how organizations implement NPD projects; it overviews studies which have identified the key elements which shape an organization's culture. It also describes this study's methodology and the models--Kaiser-Meyer-Oikin, Bartlett, Scree-Plot--that the authors used to evaluate the survey results. It then outlines the three dimensions of project success that the authors used to structure their multivariate repression analysis of the survey results. It compares other previous studies that show how an organization's culture can affect how a project team--and the enterprise--performs.
member content locked

Become a PMI member to gain access

or Join



Related Content

  • PM Network

    Disruption and Hope member content open

    By Boden, Jessica Graphical presentation of viewpoints of CEOs regarding automation, digitalization, and globalization.

  • PM Network

    Thrill Seekers member content open

    By Parsi, Novid When Walt Disney Co. launched the first foreign-backed theme park project in mainland China, the global entertainment power knew it had to go big or go home. The US$5.5 billion Shanghai Disney…

  • Corporate Innovation Culture and Dimensions of Project Portfolio Success member content open

    By Unger, Barbara N. | Rank, Johannes | Gemünden, Hans Georg Based on research by Barbara N. Unger, Johannes Rank, and Hans Georg Gemünden, this study examines the relationships between corporate innovation and national cultures on project portfolio success.…