Organizational Control

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

• ISBN13: 9780521731973
• ISBN10: 0521731976
• Edition: Revised
• Format: Paperback
• 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.

Author Biography

Sim B Sitkin is Professor of Management and Faculty Director of the Fuqua/Coach K Center on Leadership and Ethics at the Fuqua School of Business, Duke University. Laura B. Cardinal is Professor of Strategic Management at the C. T. Bauer College of Business, University of Houston. Katinka M. Bijlsma-Frankema is Associate Professor of Organization Theory at VU University in Amsterdam and Professor of Organization Sciences at the European Institute for Advanced Studies in Management (EIASM) in Brussels.

Table of Contents

List of figures	p. vii
List of tables	p. viii
Notes on contributors	p. ix
Foreword	p. xviii
Introduction and history	p. 1
Control is fundamental	p. 3
A historical perspective on organizational control	p. 16
Conceptions of organizational control	p. 49
A configurational theory of control	p. 51
Critical perspectives on organizational control: reflections and prospects	p. 80
Identity, attention, and motivation in organizational control	p. 109
Identity work and control in occupational communities	p. 111
Organizational identity and control: can the two go together?	p. 167
Attention and control	p. 191
The role of motivational orientations in formal and informal control	p. 222
Relational control	p. 249
Relational networks, strategic advantage: collaborative control is fundamental	p. 251
Toward a theory of relational control: how relationship structure influences the choice of controls	p. 301
Peer control in organizations	p. 324
Managerial and strategic control	p. 363
Control to cooperation: examining the role of managerial authority in portfolios of managerial actions	p. 365
Consequences and antecedents of managerial and employee legitimacy interpretations of control: a natural open system approach	p. 396
Managerial objectives of formal control: high motivation control mechanisms	p. 434
Control configurations and strategic initiatives	p. 463
Index of terms	p. 504
Author index	p. 529
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