Skip to main content
Article thumbnail
Location of Repository

Learning from New Product Development Projects : An Exploratory Study

By Ursula Koners and Keith Goffin


Knowledge generation is a cornerstone of new product development and post- projectreviews (PPRs) are widely recognized as a facilitator of project-to- project learning.Empirical research on PPRs is sparse and so this paper describes four in-depthexploratory case studies which look at how PPRs are conducted and the learning thatcan result. The results indicate appropriately managed PPRs can make a significantcontribution to knowledge generation and exchange. In addition, the study indicates theurgent need for more research into this important area

Topics: new product development, post-project reviews, project management
Publisher: Blackwell Publishing Ltd
Year: 2005
DOI identifier: 10.1111/j.1467-8691.2005.00353.x
OAI identifier:
Provided by: Cranfield CERES

Suggested articles


  1. (1994). A dynamic theory of organizational knowledge creation. doi
  2. (2000). A guide to the project management body of knowledge, doi
  3. (1991). A systems analysis approach to reviewing completed projects.
  4. (1999). An assessment of post-project reviews.
  5. (1992). An organizational learning approach to product innovation. doi
  6. (1989). Building theories from case study research.
  7. (1998). Care in knowledge creation. doi
  8. (1994). Case studies in organizational research.
  9. (1994). Case study research: design and methods. doi
  10. (2000). Communities of practice: the organizational frontier.
  11. (1992). Core capabilities and core rigidities: a paradox in managing new product development. doi
  12. (1994). Development projects: the engine of renewal.
  13. (1997). From Experience: facilitating global organizational learning in product development at Whirlpool corporation. doi
  14. (1999). From Experience: the invisible success factors in product innovation. doi
  15. (2000). From IT to Teams: Trends in the management of organisational knowledge. doi
  16. (2003). Harvesting project knowledge: a review of project learning methods and success factors. doi
  17. (2003). Improvement reviews in new product development. doi
  18. (1999). Innovation Management in UK and German Manufacturing Companies. Anglo-German Foundation Report Series, ISBN 1-900834-17-0,
  19. (1997). Integrating corporate learning with project management. doi
  20. (2001). Knowledge management in product innovation: an interpretative review. doi
  21. (1998). Learning conditions and performance of development projects: empirical evidence from a research center. In:
  22. (1999). Learning from action: imbedding more learning into the performance fast enough to make a difference. Organizational Dynamics, Spring doi
  23. (1989). New product management practices of small high technology firms. doi
  24. (1991). Organizational learning and communities of practice: toward a unified view of working, learning and innovation. doi
  25. (2002). Organizational learning through post-project reviews in R&D. doi
  26. (2000). Organizational learning: a critical component to new product development. doi
  27. (1987). Post-Project appraisals pay.
  28. (1994). Project review – do you really know where you are? doi
  29. (2002). Repertory Grid Technique. doi
  30. (1984). Reviews, Walkthroughs and Inspections. doi
  31. (1992). Revolutionizing product development: Quantum leaps in speed, eficiency and quality. The free press, doi
  32. (2003). Tacit knowledge acquisition and sharing in a project work context. doi
  33. (2000). Tacit knowledge, organizational learning and societal institutions: an integrated framework. doi
  34. (1999). Ten knowledge domains: model of a knowledgedriven company. doi
  35. (1990). The core competence of the corporation. doi
  36. (2001). The use of project post-mortems".
  37. (1999). Towards a fourth generation R&D management model – research networks in knowledge management. doi
  38. (2000). Track Associates
  39. (1996). Your product development process demands ongoing improvement. doi

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.