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Floating in Space? On the Strangeness of Exploratory Projects

Author

Listed:
  • Sylvain Lenfle

    (i3-CRG - Centre de recherche en gestion i3 - X - École polytechnique - IP Paris - Institut Polytechnique de Paris - Université Paris-Saclay - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique, THEMA - Théorie économique, modélisation et applications - UCP - Université de Cergy Pontoise - Université Paris-Seine - CNRS - Centre National de la Recherche Scientifique)

Abstract

This article deals with the management of exploratory projects and relies on a case study of the space industry to study their supposed strangeness compared with more traditional projects. Indeed, exploratory projects seem to be floating because they lack clear objectives, carefully defined work packages and phases, risk management plans, and so forth. We rely on advances in design theory to demonstrate that exploratory projects actually follow a different logic of expansion that can be managed. We conclude by discussing the contribution of the project mode to the structuring of exploration processes.

Suggested Citation

  • Sylvain Lenfle, 2016. "Floating in Space? On the Strangeness of Exploratory Projects," Post-Print hal-01499099, HAL.
    • Handle: RePEc:hal:journl:hal-01499099
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    Citations

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    Cited by:

    1. Sophie Hooge & Milena Klasing Chen & Dominique Laousse, 2018. "Dynamics of innovative concepts in exploratory projects: managing consistency between originality, collaboration and strategy," Post-Print hal-01900545, HAL.
    2. Mario Le Glatin & Pascal Le Masson & Benoit Weil, 2017. "Generative action and preference reversal in exploratory project management," Post-Print hal-01674309, HAL.
    3. Mario Le Glatin & Pascal Le Masson & Benoit Weil, 2018. "Can organisational ambidexterity kill innovation? A case for non-expected utility decision making," Post-Print hal-01808566, HAL.
    4. Pascal Le Masson & Armand Hatchuel & Mario Le Glatin & Benoit Weil, 2018. "Designing Decisions In The Unknown: Towards A Generative Decision Model For Management Science," Post-Print hal-01937103, HAL.
    5. Sophie Hooge & Milena Klasing Chen & Dominique Laousse, 2019. "Managing the emergence of concepts in fuzzy front end: a framework of strategic performance and emerging process of innovation briefs," Post-Print hal-02167857, HAL.
    6. Knut R Fossum & Brit-Eli Danielsen & Wenche Aarseth & Stig Ole Johnsen, 2018. "A project management issue of new technology developments: A case study on lack of human factors’ attention in human–robot interaction," Journal of Risk and Reliability, , vol. 232(2), pages 164-173, April.
    7. Stéphanie Tillement & Frédéric Garcias & Guy Minguet & Florence Charue Duboc, 2019. "Disentangling Exploitation and Exploration in Hybrid Projects: The Case of a New Nuclear Reactor Development," Post-Print halshs-02276378, HAL.

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