1. R. Drazin and C. Schoonhoven, ‘Community, population and organisation effects on innovation: a multi-level perspective’, The Academy of Management Journal, 39(5), 1065–1083 (1996);
2. M. Fiol, ‘Introduction to the Special Topic Forum on Management of Innovation. Squeezing harder doesn’t always work: continuing the search for consistency in innovation research’, The Academy of Management Review, 21(4), 1012–1021 (1996).
3. A review of articles published in the main project management journals reveals that the most popular topics for project management research are those relating directly to practical issues of initiating, conducting and concluding projects. See P. Morris, ‘Researching the unanswered questions of project management: project management research at the turn of the century’, Proceedings of the PMI Research Conference 2000, Paris (2000). There is far less emphasis on issues such as organisation structure (14 papers from a total of 663) and no mention of innovation as an important topic. Furthermore, with some notable exceptions there is relatively little treatment of project-based firms as a specific organisational context—within which issues such as innovation management are explored—in mainstream theorising. See C. Jones and R. DeFillippi, ‘Back to the future in film: combining industry and self-knowledge to meet career challenges of the 21st century’, Academy of Management Executive, 1–15 (1996);
4. L. Lindkvist, J. Soderlund and F. Tell, ‘Managing product development projects on the significance of fountains and deadlines’, Organisation Studies, 19(6), 931–952 (1998).
5. T. Burns and G. Stalker, The Management of Innovation, London (1961).