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Thinking beyond lean : how multi-project management is transforming product development at Toyota and other companies
0 references·16 citing·51 second hopsampled
Thinking beyond lean : how multi-project management is transforming product development at Toyota and other companies (1998)Thinking beyond lean : how multi-project …Explicating the dynamics of project capabilities (2015)Explicating the dynamics of p…Behavior of internal stakeholders in project portfolio management and its impact on success (2013)Behavior of internal stakehol…Predicting Project Portfolio Success by Measuring Management Quality—A Longitudinal Study (2012)Predicting Project Portfolio …Impact of relationship value on project portfolio success — Investigating the moderating effects of portfolio characteristics and external turbulence (2012)Impact of relationship value …Lean Product Development Research: Current State and Future Directions (2011)Lean Product Development Rese…A Framework for Organizing Lean Product Development (2011)A Framework for Organizing Le…Empowering project portfolio managers: How management involvement impacts project portfolio management performance (2010)Empowering project portfolio …Towards lean product lifecycle management (2006)Towards lean product lifecycl…Role of single-project management in achieving portfolio management efficiency (2006)Role of single-project manage…Application of lean visual process management tools (2006)Application of lean visual pr…The Business of projects: managing innovation in complex products and systems (2005)The Business of projects: man…The Business of Projects (2005)The Business of ProjectsApplying organizational routines in understanding organizational change (2005)Applying organizational routi…Use and impact of performance measurement results in R&D and NPD: an exploratory study (2004)Use and impact of performance…Into the Black Box: The Knowledge Transformation Cycle (2003)Into the Black Box: The Knowl…Exchanging Preliminary Information in Concurrent Engineering: Alternative Coordination Strategies (2002)Exchanging Preliminary Inform…Firm Resources and Sustained Competitive Advantage (1991)Dynamic capabilities and strategic management (1997)Firm resources and sustained competitive advantage (2004)Dynamic Capabilities in Complex Projects: The Case of London Heathrow Terminal 5 (2016)Project capabilities for operational outcomes in inter-organisational settings: The case of London Heathrow Terminal 2 (2018)Open innovation within high-tech SMEs: A study of the entrepreneurial founder's influence on open innovation practices (2021)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)Trading routes, bypasses, and risky intersections: mapping the travels of `networks' between economic sociology and economic geography (2006)Project complexity and systems integration: Constructing the London 2012 Olympics and Paralympics Games (2013)On temporary organizations: A review, synthesis and research agenda (2016)Project management: cost, time and quality, two best guesses and a phenomenon, its time to accept other success criteria (1999)Winning at new products : accelerating the process from idea to launch (2001)The “real” success factors on projects (2002)Project portfolios in dynamic environments: Organizing for uncertainty (2011)Project portfolio management in practice and in context (2012)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Strategic management a stakeholder approach (2010)Stakeholder analysis and engagement in projects: From stakeholder relational perspective to stakeholder relational ontology (2014)The impact of project management (PM) and benefits management (BM) practices on project success: Towards developing a project benefits governance framework (2015)The project-oriented organization and its contribution to innovation (2017)The Machine That Changed the World (1991)The balanced scorecard : measures that drive performance (1992)The machine that changed the world (1992)Selection of lean manufacturing systems using the PROMETHEE (2008)Design of lean manufacturing systems using value stream mapping with simulation (2011)Impact of visual performance management systems on the performance management practices of organisations (2015)Outline of a Theory of Practice (1977)An Evolutionary Theory of Economic Change. (1983)Situated Learning (1991)Information Technology and Organizational Learning: An Investigation of Exploration and Exploitation Processes (2007)Knowledge communication and translation – a knowledge transfer model (2009)Organizational Learning Processes and Outcomes: Major Findings and Future Research Directions (2020)Building Theories from Case Study Research (1989)The Knowledge-Creating Company (1998)Problem–Solving Oscillations in Complex Engineering Projects (2003)Technology‐Based New Product Development Partnerships* (2006)Qualitative Data Analysis (2008)Why projects fail? How contingency theory can provide new insights – A comparative analysis of NASA’s Mars Climate Orbiter loss (2009)Deliberate Learning and the Evolution of Dynamic Capabilities (2002)The Theory of Economic Development (2003)Artifacts at the Centre of Routines: Performing the Material Turn in Routines Theory (2010)Technical Change and Industrial Dynamics as Evolutionary Processes (2010)A Balancing Act: How Organizations Pursue Consistency in Routine Functioning in the Face of Ongoing Change (2011)Information Systems Success: The Quest for the Dependent Variable (1992)What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite (1997)THE DYNAMIC NATURE OF CONFLICT: A LONGITUDINAL STUDY OF INTRAGROUP CONFLICT AND GROUP PERFORMANCE. (2001)Examining the role of transformational leadership of portfolio managers in project performance (2012)Formalization of project portfolio management: The moderating role of project portfolio complexity (2012)The three roles of a project portfolio management office: Their impact on portfolio management execution and success (2012)Managing the Institutional Context for Projects (2011)
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  • 2003Into the Black Box: The Knowledge Transformation Cycle554 cited
  • 2005Applying organizational routines in understanding organizational change424 cited
  • 2002Exchanging Preliminary Information in Concurrent Engineering: Alternative Coordination Strategies300 cited
  • 2005The Business of projects: managing innovation in complex products and systems295 cited
  • 2006Role of single-project management in achieving portfolio management efficiency289 cited
  • 2013Behavior of internal stakeholders in project portfolio management and its impact on success273 cited
  • 2015Explicating the dynamics of project capabilities268 cited
  • 2010Empowering project portfolio managers: How management involvement impacts project portfolio management performance222 cited
  • 2006Application of lean visual process management tools220 cited
  • 2005The Business of Projects213 cited
  • 2011Lean Product Development Research: Current State and Future Directions160 cited
  • 2004Use and impact of performance measurement results in R&D and NPD: an exploratory study147 cited
  • 2011A Framework for Organizing Lean Product Development138 cited
  • 2012Impact of relationship value on project portfolio success — Investigating the moderating effects of portfolio characteristics and external turbulence

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132 cited
  • 2006Towards lean product lifecycle management129 cited
  • 2012Predicting Project Portfolio Success by Measuring Management Quality—A Longitudinal Study125 cited