Innovation Alignment and Project Network Dynamics: An Integrative Model for Change
Summary. This paper examines how project networks affect innovation adoption using data from 3D CAD technology diffusion across 82 firms in three countries. The authors develop a two-stage model showing that innovation success depends first on alignment with existing work allocation, then on network factors including relational stability, shared interests, boundary permeability, and change agents. The model resolves conflicting theories about whether networks promote or hinder innovation.
Cite this article
Taylor, J. E., & Levitt, R. E.. (2007). Innovation Alignment and Project Network Dynamics: An Integrative Model for Change. Project Management Journal. https://doi.org/10.1002/pmj.20003
Taylor, John E., and Raymond E. Levitt. “Innovation Alignment and Project Network Dynamics: An Integrative Model for Change.” Project Management Journal, 2007. https://doi.org/10.1002/pmj.20003.
Taylor, John E., and Raymond E. Levitt. 2007. “Innovation Alignment and Project Network Dynamics: An Integrative Model for Change.” Project Management Journal. https://doi.org/10.1002/pmj.20003.
@article{taylor-2007-innovation-alignment-project-network-dynamics,
title = {Innovation Alignment and Project Network Dynamics: An Integrative Model for Change},
author = {John E. Taylor and Raymond E. Levitt},
journal = {Project Management Journal},
year = {2007},
doi = {10.1002/pmj.20003},
url = {https://doi.org/10.1002/pmj.20003}
}
TY - JOUR TI - Innovation Alignment and Project Network Dynamics: An Integrative Model for Change AU - John E. Taylor AU - Raymond E. Levitt JO - Project Management Journal PY - 2007 DO - 10.1002/pmj.20003 UR - https://doi.org/10.1002/pmj.20003 ER -
Details
- DOI
- 10.1002/pmj.20003
- Countries
- United States
- Regions
- North America
- Categories
- innovation-networks, innovation-theory, general-innovation
- Added
- 2026-04-28