Breakthrough R&D Stakeholders: The Challenges of Legitimacy in Highly Uncertain Projects

Sophie Hooge () and Cédric Dalmasso ()
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Sophie Hooge: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Cédric Dalmasso: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique

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Abstract: We studied the management of internal R&D stakeholders and their involvement dynamics in breakthrough R&D projects. Building on a longitudinal research partnership with a global car manufacturer since 2005, this research highlights the important dynamics of involvement among internal R&D stakeholders in the engineering development organization. Some stakeholders — who served as experts, innovation design strategists or internal collaboration strategists — succeeded in involving the individuals needed for the project's progress, sometimes generating an over-commitment. The success of the rationale of these stakeholders on engineering resource involvement depended on the perceived legitimacy of their owners.

Keywords: stakeholder management; legitimacy; resources allocation; breakthrough R&D projects (search for similar items in EconPapers)
Date: 2015-12
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Citations: View citations in EconPapers (5)

Published in Project Management Journal, 2015, Project Stakeholder Management, 46 (6)

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01202523

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