Abstract
Management control systems that are used to control new product projects and the characteristics of effective management control systems are identified. Results of a study of the management control systems used in twelve new product development projects indicate that the systems used in successful new product projects were different than those used in less successful projects. It was also found that on all projects individual rewards were not directly tied to project performance or to a product's commercial success. Implications of the findings for managers of development departments are discussed.
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