During the last three decades, substantial research has been conducted with top management support as a single dimensional construct. The significance of top management support as a critical success factor is well recognized in the literature. Yet, top management support has rarely been used as a multidimensional construct to measure project success. This paper examines the effect of multidimensional top management support on project success through cross-sectional data collected from 208 project management professionals across the world. In addition, regression analysis reveals that ‘provide resources’ and ‘power’ dimensions of top management have significant influence on project success.