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Practice-Based Innovation: Insights, Applications and Policy Implications pp 91–115Cite as

Coordination in Innovation Projects

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Abstract

Many empirically based studies support a positive connection between cross-functional cooperation and successful innovation. In this context, the existing literature mainly points to the interplay between the two key functional areas of research and development (R&D) and marketing (Griffin and Hauser 1996; Moenaert et al. 1994). The integration of production (Olson et al. 2001; Kahn 2001; Song et al. 1998) and purchasing (Wijinstra and Stekelenborg 1996) are, however, increasingly mentioned as also being critical for the realisation of innovation projects. The more recent discussion on integrated product development (Bullinger et al. 1995) shifts the focus to an overall understanding of the various functional areas, which at times make considerable contributions to the success of an innovation project. From this perspective, there appears to be a need for a higher level of integration and coordination in innovation projects. This is seen as necessary to ensure that the results of individual work packages are aligned to the overall objective of a project and that the implementation of the product development process is effective and efficient (Lawrence and Lorsch 1986; Rueckert and Walker 1987). Consequently, we are faced with the question of which mechanisms can be used to best meet coordination needs in innovation projects. Based on an in-depth study of three innovation projects, our chapter attempts to answer this question. We will first give an overview of diverse aspects of coordination in innovation projects. For this purpose, five dimensions of coordination are derived from organisational theory. Furthermore, a coordination model for innovative projects is developed to serve as a basis for our empirical study: a comparative case study analysis conducted in the electronics and automotive supply industries.

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Authors and Affiliations

  1. Institute for Technology and Innovation Management, Hamburg University of Technology, Hamburg, Germany

    Cornelius Herstatt (Full Professor and Director)

  2. Lischke Consulting GmbH, Hamburg/Munich, Germany

    Norbert Lühring (Partner, Lischke Consulting GmbH)

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  1. Cornelius Herstatt
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Correspondence to Norbert Lühring .

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Editors and Affiliations

  1. Lahti School of Innovation, Lappeenranta University of Technology, Saimaankatu 11, Lahti, 15140, Finland

    Helinä Melkas

  2. Lahti School of Innovation, Lappeenranta University of Technology, Saimaankatu 11, Lahti, 15140, Finland

    Vesa Harmaakorpi

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Herstatt, C., Lühring, N. (2012). Coordination in Innovation Projects. In: Melkas, H., Harmaakorpi, V. (eds) Practice-Based Innovation: Insights, Applications and Policy Implications. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-21723-4_6

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