The current research develops a conceptual model and
tests it through PLS analysis on a sample of 119 projects,
divided into two sub-samples: exploitative and exploratory
settings. Previous studies (e.g., Bisbe and Otley, 2004;
Jansen et al., 2006) suggest an indirect positive effect of an
organic form of control on performance through innovativeness
in exploratory and a similar effect brought about
by a mechanistic form of control in exploitative projects.
Moreover, prior research (e.g., Chenhall and Morris, 1995;
Henri, 2006; Lewis et al., 2002) indicates that performance
within different innovation projects can be enhanced by
the effects of combined use of organic and mechanistic
project control.