Walking the managerial tightrope: top management involvement in product innovation projects

Purpose This study examines how technical drivers as well social influence organic communication and top management involvement (TMI) in new product development (NPD) projects. Technical are of strategic importance innovativeness intrinsic extrinsic relevance. Organic is defined continuous, bidirectional informal between the NPD teams. Further, arguing that TMI must be studied a multifaceted construct, it conceptualized to occur guidance, active motivation providing resources creating tolerant climate. Subsequently, effect on performance investigated. Design/methodology/approach The data set, collected via surveys from managers project involved 86 projects 85 firms, analyzed using PLS structural equation modeling. Findings authors show has positive through motivation, climate for innovation, but does not have an guidance. Results also improve budget schedule adherence, whereas guidance stimulating detrimental effects. In summary, results only enhances all types while appears opposite effect. revealed team strong elements (providing actively motivating team, climate). other words, when communicates with throughout way listens them addition engaging one-way communication, they more likely seen by being deeply project. Practical implications Executives walk managerial tightrope motivate assist resources, yet overbearing direct limit their tolerance failures. Originality/value Involvement key organizational actors such link attracted significant attention research. However, nuanced empirical insights into dyad teams so far been absent. study’s findings detail Most notably, (1) performance, (2) involvement. Moreover, this unique empirically both perspectives.