Article2007

New Product Development Projects: The Effects of Organizational Culture

Walid Belassi · Alex Z. Kondra · Oya Icmeli Tukel

107 citations0/0 files storedProject Management Journal

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Construction Project Management and Performance Innovation and Knowledge Management Management and Organizational Practices

Abstract

Despite the increasing use of project management within organizations, an attendant poor rate of success among these projects has been observed (Clancy & Stone, 2005; Ives, 2005). Seventy-five percent of all business transformation projects fail (Collyer, 2000) and only 16% of U.S. IT projects are completed on time and on budget (Peled, 2000). In an attempt to overcome such a high project failure rate, this paper investigates the effects of organizational culture on the performance of particular types of projects: new product development (NPD) projects. Using data from 95 U.S. organizations, the study provides evidence of the significant effects of organizational culture on NPD projects.

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References

2002Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations 1981Culture's Consequences: International Differences in Work-Related Values 1993Cultures and Organizations: Software of the Mind.1993Organizational culture and leadership 1983In search of excellence: Lessons from America's best- run companies 2003Predicting unit performance by assessing transformational and transactional leadership.1994Competitive Advantage Through People 1981The art of Japanese management

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2014The effects of organizational culture and environmental pressures on IT project performance: A moderation perspective 2011Significance of Organizational Culture in Perceived Project and Business Performance 2021Organizational culture and project management methodology: research in the financial industry 2017Impact of transformational leadership on business performance 2011Identifying the moderating influences of external environments on new product development process

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