The use of projects focused on creating innovative products, services, new ventures, and to identify potential new markets is increasingly observed within established organizations seeking to become more entrepreneurial (e.g., Shepherd & Cardon, 2009; Zahra, 1999). Despite the potential research holds in pursuing the pattern of factors to explain project outcomes, studies have tended to focus either on the role autonomy support plays in empowering innovative individual efforts (e.g., Hornsby, Kuratko, & Montagno, 1999) or on the role diversity and dynamics play in generating an increased sense of collective efficacy (e.g., Srivastava, Bartol, & Locke, 2006). This study seeks to contribute to the literature by examining how efforts to create a supportive environment translate into innovative project outcomes through individual and associative autonomous behavior in established organizations.