PROJECT PERFORMANCE AND THE LOCUS OF INFLUENCE IN THE R&D MATRIX.

Abstract
This study examines the relationship between project performance and the relative influence of project and functional managers in 86 R&D teams in nine technology-based organizations. Performance relationships are investigated for three areas of influence within the project team and for influence in the overall organizations. Analyses show higher project performance when influence over salaries and promotions is perceived as balanced between project and functional managers. Performance reaches its highest level, however, when organizational influence is centered in the project manager and influence over technical details of the work is centered in the functional manager.

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