Project Performance and the Locus of Influence in the R& D Matrix: July 1981 (Classic Reprint) - Hardcover
Synopsis
How power inside a project shapes performance
One key finding reveals that balanced internal influence between project and functional managers is linked to the best outcomes. The book also shows that higher organizational influence by the project manager can boost performance, even when internal influence isn’t perfectly balanced.
In a detailed look at R&D teams across government, non-profit, and industry sectors, the study compares who controls project work, pay, promotions, and personnel decisions. It explains how these internal and external dynamics interact to affect results, and what this means for managing matrix organizations.- Balanced internal influence (project and functional managers sharing control over work, pay, and staffing) tends to yield higher performance.
- Internal dominance by project or by function often corresponds with lower performance, with balance delivering the best average results in many cases.
- Organizational influence matters too: projects tend to perform better when the project manager is seen as more influential within the organization.
- The findings hold across government, non-profit, and industry sectors, with some sector-specific nuances discussed.
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