Abstract
The role of top management in the R&D units are multifold, ranging from project selection and evaluation to creating a culture of commitment and enthusiasm to achieve results. This study explores the role of top management and assesses the extent to which their support contributes to the project team effectiveness in terms of information creation, capability development, growth and learning opportunities, time compression and overall effectiveness. An analysis of qualitative as well as quantitative data collected from the professionals of the corporate R&D of a large manufacturing company suggests that top management in the R&D set-up plays multiple roles and their commitment or lack of it, has a significant impact on the R&D effectiveness.
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