Estudio exploratorio de gestión: Ciencia vs Tecnología/Innovación

Obed Andres Solis Gonzalez; Cecilia Molina Melgoza; Rodrigo Jiménez Gallegos

doi:10.53732/rccsociales/e8844

Authors

Obed Andres Solis Gonzalez Instituto Tecnológico de La Piedad, Departamento de IQB, La Piedad, México https://orcid.org/0000-0002-5151-1308
Cecilia Molina Melgoza Instituto Tecnológico de La Piedad, Departamento de IQB, La Piedad, México https://orcid.org/0009-0009-7897-3535
Rodrigo Jiménez Gallegos Instituto Politécnico Nacional, ESIQIE. Ciudad de México, México https://orcid.org/0000-0003-1044-4169

DOI:

https://doi.org/10.53732/rccsociales/e8844

Keywords:

Pilot project, science management, technology, innovation, administrative technique, Mexico

Abstract

The main objective of this research was to identify differences and similarities in administrative practices and contextual factors that influence success in science and technology/innovation (T+i) projects. The study employed a quantitative approach with an exploratory and cross-sectional design, grounded in contingency theory of project management. A structured survey was administered to 46 professionals with proven experience in project management and decision-making roles in science and T+i projects across three Mexican cities. The instrument consisted of 12 items distributed across four dimensions of project success (time, scope, human resources, and quality), validated by experts and through cognitive testing. Data were analyzed using frequency distributions and contingency tables to compare the prevalence and perceived effectiveness of management practices. The results indicate a greater use of formal administrative techniques in science and T+i projects. Gantt charts, benchmarking, moderate flexibility in objectives, and active leadership as a common motivational factor prevail in both types of projects. In conclusion, the findings confirm the relevance of a contingent approach, supporting the need for broader and more specific future studies.

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