Innovation for Multiproject Management: The Case of Component Commonality

To attain benefits and value, multiproject R&D management seeks synergy between projects. Selecting or inventing appropriate end-product components within R&D programs is a concrete example of the synergy between projects. Lowering the number of different components used across projects (i.e., increasing component commonality) can lower end-product costs, which can contribute to firm-level profitability. Prior research, however, shows component commonality as a limitation of innovativeness in multiproject R&D. Conversely, this article shows that component commonality can also serve as the source of innovation, making component commonality an area of special interest to multiproject R&D management and research.Peer reviewe

Performance management systems and Public Value Strategy: a case study

Purpose This article aims to analyze the role of performance management systems (PMS) in supporting public value strategies. Design/methodology/approach This article draws on the public value dynamic model by Horner and Hutton (2010). It presents the results of a case study of implementation of a PMS model, the ‘Value Pyramid’ (VP). Findings The results stress the need for an improved conceptualization of PMS within public value strategy. Through experimentation using the VP, the case site was able to measure and visualize what it considered public value and reflect on the internal/external causes of both creation and destruction of public value. Research limitations/implication This article is limited to just one case study, although in-depth and longitudinal. Originality/value This article is one of the first attempting to understand the role of PMS within the public value strategy framework, answering the call of Benington and Moore (2010) to consider public value from an accounting perspective