Organizational Control

by Edited by Sim B. Sitkin , Laura B. Cardinal , Katinka M. Bijlsma-Frankema

• ISBN13: 9780521517447
• ISBN10: 0521517443
• Format: Hardcover
• Copyright: 2010-11-01
• Publisher: Cambridge University Press

Summary

Organization scholars have long acknowledged that control processes are integral to the way in which organizations function. While control theory research spans many decades and draws on several rich traditions, theoretical limitations have kept it from generating consistent and interpretable empirical findings and from reaching consensus concerning the nature of key relationships. This book reveals how we can overcome such problems by synthesising diverse, yet complementary, streams of control research into a theoretical framework and empirical tests that more fully describe how types of control mechanisms (e.g., the use of rules, norms, direct supervision or monitoring) aimed at particular control targets (e.g., input, behavior, output) are applied within particular types of control systems (i.e., market, clan, bureaucracy, integrative). Written by a team of distinguished scholars, this book not only sheds light on the long-neglected phenomenon of organizational control, it also provides important directions for future research.

Table of Contents

List of figures

List of tables

List of contributors

Introduction and History

Control is fundamental

A historical perspective on organizational control

Conceptions of Organizational Control

A configurational theory of control

Critical perspectives on organizational control: reflections and prospects

Identity, Attention, and Motivation in Organizational Control

Identity work and control in occupational communities

Organizational identity and control: can the two go together?

Attention and control

The role of motivational orientations in formal and informal control

Relational Control

Relational networks, strategic advantage: new challenges for collaborative control

Toward a theory of relational control: how relationship structure influences the choice of control

Peer control in organizations

Managerial and Strategic Control

Control to cooperation: examining the role of managerial authority in portfolios of managerial actions

Consequences and antecedents of managerial and employee legitimacy interpretations of control: a natural open system approach

Managerial objectives of formal control: high motivation control mechanisms

Control configurations and strategic initiatives

Index of terms

Author index

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