One of the most important decisions in research and development is defining the scope of the project. Some problems involve making a simple refinement. Others require inventing a whole new technology. Managers thus assign projects to different “buckets” – allowing them to tailor their project management approaches.
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This article draws its inspiration from the paper Managing R&D Project Shifts in High-Tech Organizations: A Multi-Method Study, written by Aravind Chandrasekaran, Kevin Linderman, Fabian J. Sting and Mary J. Benner. It is forthcoming in the journal Production and Operations Management.

Rotterdam School of Management (RSM), Erasmus University