Understanding the link between project complexity and innovation is highly pertinent. Yet, the challenge of innovative complex projects has received limited research attention and little theory development. This article provides a retrospective analysis of the difficulties experienced by Boeing during the development project of its highly innovative Dreamliner aircraft. Eventually successful, this project suffered extensive delays and cost overruns. The article analyzes the project's complex nature of innovation, while using several frameworks to provide an integrative view of its challenges and suggesting possible alternative ways to address them. Insights for complex project teams and future research directions are offered.
AbernathyW. J., & UtterbackJ. M. (1978). Patterns of industrial innovation.Technology Review, 80(7), 40–47.
2.
AltfeldH. H. (2010). Commercial aircraft projects: Managing the development of highly complex products.Farnham, England: Ashgate.
3.
BakerW. E., & SinkulaJ. M. (2007). Does market orientation facilitate balanced innovation programs? An organizational learning perspective.Journal of Product Innovation Management, 24(4), 316–334.
4.
BalachandraR., & FriarJ. H. (1997). Factors for success in R&D project and new product innovation: A contextual framework.IEEE Transactions on Engineering Management, 44, 276–287.
5.
BaronC., EstebanP., XueR., EsteveD., & MalbertM. (2015). A method and tool to support the management of systems engineering projects.Technology Innovation Management Review, 5(3), 18–28.
6.
BennerM. J., & TushmanM. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited.Academy of Management Review, 28(2), 238–256.
7.
BeringerC., JonasD., & GemündenH. (2012). Establishing project portfolio management: An exploratory analysis of the influence of internal stakeholders’ interactions.Project Management Journal, 43(6), 16–32.
8.
BiedenbachT., & MüllerR. (2012). Absorptive, innovative and adaptive capabilities and their impact on project and project portfolio performance.International Journal of Project Management, 30(5), 621–635.
9.
Bosch-RekveldtM., JongkindY., MooiH., BakkerH., & VerbraeckA. (2011). Grasping project complexity in large engineering projects: The TOE (Technical, Organizational and Environmental) framework.International Journal of Project Management, 29(6), 728–739.
10.
BradyT., & SöderlundJ. (2008). Projects in innovation, innovation in projects selected papers from the IRNOP VIII conference.International Journal of Project Management, 26(5), 465–468.
11.
BurgelmanR. A. (1983). A process model of internal corporate venturing in the diversified major firm.Administrative Science Quarterly, 28, 223–244.
12.
BurnsT., & StalkerG. (1961). The management of innovation.London, England: Tavistock.
13.
ChaoR. O., & KavadiasS. (2008). A theoretical framework for managing the new product development portfolio: When and how to use strategic buckets.Management Science, 54(5), 907–921.
14.
ChenY. J. (2015). The role of reward systems in product innovations: An examination of new product development projects.Project Management Journal, 46(3), 36–48.
15.
ChesbroughH. W. (2006). The era of open innovation.Managing Innovation and Change, 127(3), 34–41.
DanneelsE. (2002). The dynamics of product innovation and firm competences.Strategic Management Journal, 23(12), 1095–1121.
18.
DaviesA., & MackenzieI. (2012). Project complexity and systems integration: Constructing the London 2012 Olympics and Paralympics Games.International Journal of Project Management, 32(5), 773–790.
19.
De BrentaniU., & KleinschmidtE. J. (2015). The impact of company resources and capabilities on global new product program performance.Project Management Journal, 46(1), 12–29.
20.
DewarR. D., & DuttonJ. E. (1986). The adoption of radical and incremental innovations: An empirical analysis.Management Science, 32, 1422–1433.
DrazinR., & Van de VenA. H. (1985). Alternative forms of fit in contingency theory.Administrative Science Quarterly, 30, 514–539.
23.
FranckC., LewisI. A., & UdisB. (2009). New patterns of collaboration and rivalry in the U.S. and European defense and aerospace industries.Monterey, CA: Naval Postgraduate School. Retrieved from http://hdl.handle.net/10945/615
24.
FrankeliusP. (2009). Questioning two myths in innovation literature.Journal of High Technology Management Research, 20(1), 40–51.
25.
GalbraithJ. R. (1982). Designing the innovating organization.Organizational Dynamics, 10(3), 5–25.
26.
GannD. M., & SalterA. J. (2000). Innovation in project-based, service-enhanced firms: The construction of complex products and systems.Research Policy, 29(7), 955–972.
27.
GarciaR., & CalantoneR. (2002). A critical look at technological innovation typology and innovativeness terminology: A literature review.Journal of Product Innovation Management, 19(2), 110–132.
28.
GatesD. (2008, December 1). Boeing 787 fastener problems caused by Boeing engineers.The Seattle Times.
29.
GatignonH., TushmanM. L., SmithW., & AndersonP. (2002). A structural approach to assessing innovation: Construct development of innovation locus, type, and characteristics.Management Science, 48(9), 1103–1122.
30.
GemündenH. G., SalomoS., & HölzleK. (2007). Role models for radical innovations in times of open innovation.Creativity and Innovation Management, 16(4), 408–421.
31.
GeraldiJ., MaylorH., & WilliamsT. (2011). Now, let's make it really complex (complicated) a systematic review of the complexities of projects.International Journal of Operations & Production Management, 31(9), 966–990.
32.
GermainR. (1996). The role of context and structure in radical and incremental logistics innovation adoption.Journal of Business Research, 35(2), 117–127.
33.
HanischB., & WaldA. (2012). A bibliometric view on the use of contingency theory in project management research.Project Management Journal, 43(3), 4–23.
34.
HendersonR. M., & ClarkK. B. (1990). Architectural innovation: The reconfiguration of existing product technologies and the failure of established firms.Administrative Science Quarterly, 35, 9–30.
35.
HobdayM., & RushH. (1999). Technology management in complex product systems (CoPS): Ten questions answered.International Journal of Technology Management, 17(6), 618–638.
36.
HolmesS. (2006, June 19). The 787 encounters turbulence: Technical glitches and manufacturing woes could delay Boeing's breakthrough.Business Week online, pp. 38–40.
37.
HowellD., WindahlC., & SeidelR. (2010). A project contingency framework based on uncertainty and its consequences.International Journal of Project Management, 28(3), 256–264.
KillenC. P., HuntR. A., & KleinschmidtE. J. (2008). Project portfolio management for product innovation.International Journal of Quality & Reliability Management, 25(1), 24–38.
40.
KockA., GemündenH. G., SalomoS., & SchultzC. (2011). The mixed blessings of technological innovativeness for the commercial success of new products.Journal of Product Innovation Management, 28(Suppl. 1), 28–43.
41.
KockA., HeisingW., & GemündenH. G. (2014). How ideation portfolio management influences front-end success.Journal of Product Innovation Management, 32(4), 539–555.
KothaS., & SrikanthK. (2013). Managing a global partnership model: Lessons from the Boeing 787 “Dreamliner” program.Global Strategy Journal, 3(1), 41–66.
44.
LeiferR., McDermottC. M., O'ConnorG. C., PetersL. S., RiceM. P., & VeryzerR. W. (2000). Radical innovation: How mature companies can outsmart upstarts.Boston, MA: Harvard Business School Press.
45.
LenfleS. (2008). Exploration and project management.International Journal of Project Management, 26(5), 469–478.
46.
LenfleM., & MidlerC. (2009). The launch of innovative product related services: Lessons from automotive telematics.Research Policy, 38(1), 156–169.
47.
LundinR. A., & SöderholmA. (1995). A theory of the temporary organization.Scandinavian Journal of Management, 11(4), 437–455.
48.
LunsfordJ. L., & GladerP. (2007, June 19). Boeing's nuts-and-bolts problem: Shortage of fasteners tests ability to finish Dreamliner.Wall Street Journal.
49.
MacPhersonA., & PritchardD. (2005). Boeing's diffusion of commercial aircraft design and manufacturing technology to Japan: Surrendering the U.S. aircraft industry for foreign financial support, (Canada-United States Trade Center Occasional Paper No. 30). New York, NY: State University of New York.
50.
MarchJ. G. (1991). Exploration and exploitation in organizational learning.Organization Science, 2(1), 71–87.
51.
MarquisD. (1969). The anatomy of successful innovations.Innovation Newsletter, 1(7), 29–37.
MechamM. (2011, September 26). 787: The century's first jet to fly; 787's impact will likely be remembered long after its tardiness is forgotten.Aviation Week & Space Technology.
54.
MeifortA. (2015). Innovation portfolio management: A synthesis and research agenda.Creativity and Innovation Management. doi: 10.1111/caim.12109
55.
NorrisG., & WagnerM. (2009). Boeing 787 Dreamliner.Minneapolis, MN: Zenith Press, MBI Publishing Company.
56.
O'ConnorG. C. (2008). Major innovation as a dynamic capability: A systems approach.Journal of Product Innovation Management, 25(4), 313–330.
57.
O'ConnorG. C., & RiceM. P. (2013). New market creation for breakthrough innovations: Enabling and constraining mechanisms.Journal of Product Innovation Management, 30(2), 209–227.
58.
OECD. (2005). Proposed guidelines for collecting and interpreting technological innovation data. Oslo manual (3rd edition). Paris, France: Author.
59.
PayneH. J., & TurnerR. J. (1999). Company-wide project management: The planning and control of programmes of projects of different type.International Journal of Project Management, 17(1), 55–59.
60.
PenningsJ. M. (1992). Structural contingency theory: A reappraisal.Research in Organizational Behavior, 14, 267–309.
61.
PerrowC. C. (1967). A framework for the comparative analysis of organizations.American Sociological Review, 32, 194–208.
62.
PichM. T., LochC. H., & De MeyerA. (2002). On uncertainty ambiguity and complexity in project management.Management Science, 48(8), 1008–1023.
63.
Project Management Institute (PMI). (2013). A guide to the project management body of knowledge (PMBOK® guide) – Fifth edition. Newtown Square, PA: Author.
64.
RitterT., & GemündenH. G. (2003). Network competence: Its impact on innovation success and its antecedents.Journal of Business Research, 56(9), 745–755.
65.
SalomoS., WeiseJ., & GemündenH. G. (2007). NPD planning activities and innovation performance: The mediating role of process management and the moderating effect of product innovativeness.Journal of Product Innovation Management, 24(4), 285–302.
66.
SarenM. A. (1984). A classification and review of models of the intra-firm innovation process.R&D Management, 14(1), 11–24.
67.
ShenharA. J. (2001). One size does not fit all projects: Exploring classical contingency domains.Management Science, 47(3), 379–414.
68.
ShenharA. J., & DvirD. (2004, July). Project management evolution: Past history and future research directions. PMI® research conference proceedings, PMP, Vol. 2, London, England.
69.
ShenharA. J., & DvirD. (2007). Reinventing project management: The diamond approach to successful growth and innovation.Boston, MA: Harvard Business Press.
70.
SicotteH., DrouinN., & DelerueH. (2014). Innovation portfolio management as a subset of dynamic capabilities: Measurement and impact on innovative performance.Project Management Journal, 45(6), 58–72.
71.
TangC. S., ZimmermanJ. D., NelsonM. S., & JamesI. (2009). Managing new product development and supply chain risks: The Boeing 787 case.Supply Chain Forum: An International Journal, 10(2), 74–86.
72.
TepicM., KempR., OmtaO., & FortuinF. (2013). Complexities in innovation management in companies from the European industry.European Journal of Innovation Management, 16(4), 517–550.
ThompsonJ. D. (1967). Organizations in action.New York, NY: McGraw-Hill.
76.
TishlerA., DvirD., ShenharA., & LipovetskyS. (1996). Identifying critical success factors in defense development projects: A multivariate analysis.Technological Forecasting and Social Change, 51(2), 151–171.
TurnerJ. R., & CochraneR. A. (1993). Goals-and-methods matrix: Coping with projects with ill defined goals and/or methods of achieving them.International Journal of Project Management, 11(2), 93–102.
79.
UngerB. N., RankJ., & GemündenH. G. (2014). Corporate innovation culture and dimensions of project portfolio success: The moderating role of national culture.Project Management Journal, 45(6), 38–57.
80.
UseemM. (2006). How well-run boards make decisions.Harvard Business Review, 84(11), 130–138.
81.
WheelwrightS. C., & ClarkK. B. (1992, March–April). Creating project plans to focus product development.Cambridge, MA: Harvard Business School Publishing.
82.
WilliamsT. (1999). The need for new paradigms for complex projects.International Journal of Project Management, 17(5), 269–273.
83.
YeL., LuY., SuZ., & MengG. (2005). Functionalized composite structures for new generation airframes: A review.Composites Science and Technology, 65, 1436–1446.
84.
YoukerR. (2002). The difference between different types of projects. PMI® 30th Annual Seminar Symposium, 2002 Philadelphia, PA, USA.
