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Abstract

This questionnaire survey study examined the effectiveness of project management systems for drug development at the United States research and development (R&D) laboratories of six large, multinational pharmaceutical firms. In this sample of 45 teams, project performance is higher in those firms using a dual-leader project management system. Project performance is higher when functional managers have greater influence over go/no go decisions and project leaders have greater influence over clinical decisions. The technical knowledge of the project leader is related to project performance in a complex fashion. Across firms in the sample, team members do not feel that teams have autonomy to carry out their mission, organizations do not have clear criteria for assessing team performance, and individual team member rewards are not linked to their performance as a project team member.

Keywords

Project management New product development Organization structure Matrix organization

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Project Management and Organization Structure in Drug Development *

Abstract

Keywords

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References