文档介绍：?.J. Eng. Technol. Manage. 17 2000 1–37aterjengtecmanIntegration mechanisms and R&D projectperformanceqHelene Sicotte), Ann Langley1′`′Ecole des sciences de la gestion, Uni?ersite du Quebec a Montreal, . 6192, ursale ‘‘Centre-?ille,’’′′`′Montreal, Quebec, Canada H3C 4R2′′AbstractInformation processing theory suggests the need for different types of integration mechanismsin R&D project management depending on levels of uncertainty and equivocality. This paperexamines the use of these mechanisms and their links to project performance in a sample of 121R&D projects in a large research laboratory. Overall, it is found that formal leadership, planningand process specification, and to a lesser extent information technology use are related to projectperformance while the positive effects of horizontal structures are apparently balanced out by theircosts. The integration mechanisms studied act on performance partly through their effect munications. Modest support was found for the contingency hypotheses derivedfrom information processing theory. It appears that managers adjusted their use of horizontalstructures, planning and process specification, and informal leadership to project uncertainty butnot to project equivocality. The positive effects of munications on performancewere found to be greatest under high project equivocality as would be predicted by informationprocessing arguments. Moreover, with the exception of formal leadership, the use of integrationmechanisms did not enhance performance in contexts of low uncertainty and low Elsevier Science . All rights :Information processing theory; R&D project management; Integration mechanisms; InnovationmanagementqThe authors would like to thank the researchers and managers at Centerlab for their assistance inconducting this research. They are also grateful to Louis Lefebvre, Elizabeth Lefebvre, Prosper Bernard andPeter Wade for their support and encouragement. Finally, we thank t