The theoretical frameworks of (2001) consist of only three hypotheses while (2003) has been expanded into six hypotheses. Although with minor rephrasing of the hypotheses, (2003) contains all the hypotheses in (2001) and three more. The hypotheses in (2003) are clearer and more succinct. (2003) Identifies a particular item which the hypotheses targets while the hypotheses in (2001) seem to make more general pronouncements. For example in hypothesis 2 in both cases,

(2001) H2 In uncertain and dynamic environments, early feedback on a product's system-level performance will be associated with better performing projects

Contrasted with

(2003) H2 In projects that face greater platform uncertainty, early technical feedback on system-level performance will have a stronger association with performance.

Here in (2003), H2 is specific to platform uncertainty whereas (2001) just indicates uncertainty in general. Uncertainty could range from uncertainty in receiving production equipment due to transportation issues and this is unrelated to the actual topic being discussed. (2003) also specifies that the type of feedback required has to be technical whereas (20010 just says feedback, which could be any type of feedback. Other examples like this could be identified. The 2003 article is clearly more refined.

The managerial prescriptions in (2003) are more elaborately examined and equally backed by the data. 2003

Helps managers know that when faced with uncertainty in development, managers understand flexibility is not achieved just by reacting to knew information like design changes at late product stages

Managers understand roots of a flexible process stem from the early stages of a project

Managers understand that uncertainties are addressed at the specific level of uncertainty, the particular source from which it originates and the specific practices that are used best to resolve these uncertainties.

Provides and insight to students and researchers that studies on product development must consider the development process, the project context and the resulting measure of performance.

In 2001, the managerial prescription is brief and indeterminate.

Encourages managers to invest in flexible models to maximize product successful

Offers managers that when uncertainty is involved in the production process, highly experienced workers are not necessarily the solution. They more useful when production resources need to be streamlined.

It does not provide managers with an option of what to do in stable environments. It only looks at uncertain and dynamic environments, but says nothing about uncertain and stable environments. 2003, delves detailedly in both cases and therefore provides managers with an in-depth analysis of what to do if faced with either choices.

2003 would definitely fall under academic as it examines different scenarios indicated above and provides empirical evidence for that. 2001 is also an academic article, but contrasting it with 2003, it would have to fall under managerial as it does not provide enough empirical validation for the hypotheses considered. Also, the hypotheses lack specificity as indicated above.

In uncertain and dynamic environments, greater investments in architectural design will be associated with better performing projects.
Hypothesis 2. In uncertain and dynamic environments, earlier feedback on a product's system level performance will be associated with better performing projects.

Hypothesis 3. In uncertain and dynamic environments, development teams with greater amounts of generational experience will be associated with better-performing projects.