<rdf:RDF xmlns:community="http://www.bibsonomy.org/ontologies/2008/05/community#" xmlns:foaf="http://xmlns.com/foaf/0.1/" xmlns:owl="http://www.w3.org/2002/07/owl#" xmlns:admin="http://webns.net/mvcb/" xmlns:content="http://purl.org/rss/1.0/modules/content/" xmlns:syn="http://purl.org/rss/1.0/modules/syndication/" xmlns:dc="http://purl.org/dc/elements/1.1/" xmlns:taxo="http://purl.org/rss/1.0/modules/taxonomy/" xmlns:cc="http://web.resource.org/cc/" xmlns:xsd="http://www.w3.org/2001/XMLSchema#" xmlns:swrc="http://swrc.ontoware.org/ontology#" xmlns:rdfs="http://www.w3.org/2000/01/rdf-schema#" xmlns="http://purl.org/rss/1.0/" xmlns:rdf="http://www.w3.org/1999/02/22-rdf-syntax-ns#" xml:base="http://www.bibsonomy.org/user/callagialla/(Psychology)MANAGEMENT"><owl:Ontology rdf:about=""><rdfs:comment>BibSonomy publications for /user/callagialla/(Psychology)MANAGEMENT</rdfs:comment><owl:imports rdf:resource="http://swrc.ontoware.org/ontology/portal"/></owl:Ontology><rdf:Description rdf:about="http://www.bibsonomy.org/bibtex/22b16cb0efe2da00120684d6120fab1b0/callagialla"><owl:sameAs rdf:resource="http://www.bibsonomy.org/uri/bibtex/22b16cb0efe2da00120684d6120fab1b0/callagialla"/><rdf:type rdf:resource="http://swrc.ontoware.org/ontology#Article"/><swrc:date>Thu Mar 20 21:24:32 CET 2008</swrc:date><swrc:journal>Academy of  Management Journal</swrc:journal><swrc:number>3</swrc:number><swrc:pages>546-564</swrc:pages><swrc:title>PRODUCT DEVELOPMENT TENSIONS: EXPLORING CONTRASTING STYLES OF PROJECT MANAGEMENT</swrc:title><swrc:volume>45</swrc:volume><swrc:year>2002</swrc:year><swrc:keywords>(Psychology)MANAGEMENT productsSTRESS INDUSTRIAL managementNEW engineeringPROJECT styles </swrc:keywords><swrc:abstract>Successful product development requires managing tensions--coping with fluctuating contingencies to foster innovation and efficiency. To investigate this challenge, we explored the nature, dynamics, and impacts of contrasting project management styles. Our conceptual framework details emergent and planned styles. Following 80 projects over two-year periods, we find that these styles offer disparate but interwoven approaches to monitoring, evaluation, and control activities; use of these activities fluctuates over time; a paradoxical blend of styles enhances performance; and uncertainty moderates project management-performance relationships. [ABSTRACT FROM AUTHOR]</swrc:abstract><swrc:hasExtraField><swrc:Field swrc:value="0001-4273" swrc:key="issn"/></swrc:hasExtraField><swrc:author><rdf:Seq><rdf:_1><swrc:Person swrc:name="Marianne W. Lewis"/></rdf:_1><rdf:_2><swrc:Person swrc:name="M. Ann Welsh"/></rdf:_2><rdf:_3><swrc:Person swrc:name="Gordon E. Dehler"/></rdf:_3><rdf:_4><swrc:Person swrc:name="Stephen G. Green"/></rdf:_4></rdf:Seq></swrc:author></rdf:Description></rdf:RDF>