This study investigates the indirect effects of mechanistic and organic types of control on
project performance acting through innovativeness in exploratory and exploitative innovation
projects. It also examines the interaction effect of these controls on performance. The
research model is empirically tested with survey data from 119 projects in various project
organizations, using Partial Least Squares (PLS) with controls for the size of the project and
task uncertainty. The results illustrate that organic control, acting through innovativeness
on project performance is an important form of control in exploratory innovations, and also
enhances performance in exploitative innovations. In addition, the results indicate that the
interaction effect of organic and mechanistic control types enhances performance in both
exploratory and exploitative innovation projects, suggesting a complementary effect. The
findings are discussed in relation to theory and their managerial implications.