How to manage complex, multinational R&D projects successfully
2002 (English)In: Engineering Management Journal, ISSN 1042-9247, E-ISSN 0960-7919, Vol. 14, no 2, 53-60 p.Article in journal (Refereed) Published
The globalization of markets, mergers of international companies, and integration of managerial and business processes in global corporations are changing project management fundamentals. A clearly recognizable trend in multinational companies since the mid-1980s has been globalization of R & D and competence portfolios. Applied development is usually conducted in the form of a distributed project organization. A project team is formed across geographical, organizational, and cultural boundaries, engaging in a project with a global focus. Although a multinational project organization has great potential in many dimensions, there is no doubt that the execution of a distributed high technological project is still a great challenge. This article identifies success factors in the management of distributed projects with global goals. The authors have focused on the practical experiences of the execution of complex multinational projects in the area of applied system development for power industry.
Place, publisher, year, edition, pages
2002. Vol. 14, no 2, 53-60 p.
Decision making, Information management, Managers, Mergers and acquisitions, Product development, Research and development management, Societies and institutions, Multinational projects, Project managers
Electrical Engineering, Electronic Engineering, Information Engineering
IdentifiersURN: urn:nbn:se:kth:diva-9013OAI: oai:DiVA.org:kth-9013DiVA: diva2:14544
QC 201005192006-01-182006-01-182011-11-01Bibliographically approved