R&D performance-does matrix size and number of projects assigned affect it?

Recent criticisms of matrix organizational structures are examined. The authors articulated what they regarded as two inherent hypotheses inherent in the criticisms: (1) fewer project assignments for R&D personnel will result in higher performance levels; and (2) as the size of a matrix organization increases, performance will decrease. They carried out a field study to test the hypotheses. Analysis of the results failed to confirm either of them. It is concluded that the critics have misinterpreted their observations.<>