A Theoretical Model for New Product Development Performance in Open Innovation Environments Based on Program Management Capabilities

Document Type : Research Article (Original Article)


1 PhD in Construction and Project Management, Faculty of Art, Tarbiat Modares University, Tehran, Iran.

2 Assistat Professor, Faculty of Art, Tarbiat Modares University, Tehran, Iran.


In this article, we will present a theoretical model for recognising capabilities of program management and their effects on new product development in open innovation environments. Organisations which choose open innovation for development of their new products, need to develop new capabilities at project, program and organizational level for success in this environment. Developing such capabilities enables them to use external networks and technologies to improve their performance. Without such capabilities, there may be less success and weaker performance for the company. Using Grounded Theory, required capabilities at the levels of program and the organziation for development of new products are investigated. Four relatively successful programs are studied and through semistructured interviews and data analytics, these capabilities are recognised and are presented within a theoretical framework. We recognise the following capabilities: Integration and change management; breakdown, definition and delivery of work; knowledge and technology management; identifying appropriate corporate strategy and outsourcing; contracts and claims management; networks management; budgeting on time financing and communication management. These capabilities complement the general capabilities needed for new product development and should be strengthened in open innovation environments. Also, factors such as network management, organisation and appropriate architecture, flexibility of regulations and legal and business requirements, support for contractors, technology management, systems for retaining human resources, technological knowledge, and open organisational culture were recognised at the organisation level. Finally a theoretical model based on collected data and its analysis is presented.