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The meaning of success: network position and the social construction of project outcomes in an R&D lab

, , and . Journal of Engineering and Technology Management, 21 (1-2): 51-81 (2004/0)

Abstract

We analyze the social networks of project managers in an R&D lab of a Fortune 500 company to investigate how the extent and type of centrality shapes managers’ perceptions of the success or failure of six technologically innovative projects. Managers asymmetrically discuss success more than failure, and the type of centrality they have influences how they talk about success. Interpretive flexibility in the meaning of success occurs among more central managers who have access to more information through their network ties. Not only do social ties affect information access, but also shape managers’ perspectives on the outcomes of innovative projects.

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