This article presents the effects of a highly autonomous small-team-type R&D management model. The key points are to make the team small and to transfer nearly all the power and authority for research activities to the team. We compared teams to which this model was applied with other teams under conventional management at an R&D centre of a Japanese electronics company. We found that the activities of researchers on teams to which this model was applied tended to be more autonomous and to achieve deep insight. We also extended this highly autonomous management model with the two teams in this study for a total of 12 months. We confirmed that the autonomous actions of the researchers in these teams resulted in some outstanding R&D performances through participant observation.
Keywords: R&D management, technology management, autonomy, leader, implementation