Project Selection Decision Making Linked to a Dynamic Environment
构建了一个模拟模型，研究不同市场条件如何影响项目选择决策，并观察随时间变化的项目选择模式，发现市场份额提升和成本降低项目与产品创新相关，产能提升项目与流程创新相关。
A simulation model that attempts to include simplified market and production characteristics of a hypothetical firm and a specific project selection decision mechanism is constructed. Three types of projects are assumed to exist—projects whose impact is to increase market share, decrease production cost and increase production capacity. An experiment aimed at two questions is conducted. The questions are (1) Do different market conditions affect project selection decisions and (2) over time, what patterns of project selection emerge. In the model and experiment, an attempt is made to capture the essence of Abernathy and Utterback's model of the innovation process so that it may be applied to more specific settings. Observed project selection patterns over time indicate an apparent relationship between market share increasing and production cost decreasing projects and Abernathy and Utterback's concept of product innovation, and similarly between capacity increasing projects and process innovation. The model can be viewed as an attempt at developing a linkage between the environment of a firm and an “iterative decision mechanism” as proposed by Baker and Sweeney.