Organizational Control
1st Edition
Published on 16. September 2010
Book
Paperback/Softback
560 pages
978-0-521-73197-3 (ISBN)
Description
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.
More details
Series
Language
English
Place of publication
Cambridge
United Kingdom
Target group
Professional and scholarly
Product notice
Paperback (trade)
Illustrations
11 Tables, black and white; 17 Line drawings, black and white
Dimensions
Height: 229 mm
Width: 152 mm
Thickness: 30 mm
Weight
803 gr
ISBN-13
978-0-521-73197-3 (9780521731973)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions
Sim B. Sitkin | Laura B. Cardinal | Katinka M. Bijlsma-Frankema
Organizational Control
Book
09/2010
1st Edition
Cambridge University Press
€103.90
Shipment within 15-20 days
Persons
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 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.
Content
List of figures; List of tables; List of contributors; Part I. Introduction and History: 1. Control is fundamental Sim B. Sitkin, Laura B. Cardinal and Katinka M. Bijlsma-Frankema; 2. A historical perspective on organizational control Roger M. Dunbar and Matt Statler; Part II. Conceptions of Organizational Control: 3. A configurational theory of control Laura B. Cardinal, Sim B. Sitkin and Chris P. Long; 4. Critical perspectives on organizational control: reflections and prospects Rick Delbridge; Part III. Identity, Attention, and Motivation in Organizational Control: 5. Identity work and control in occupational communities John Van Maanen; 6. Organizational identity and control: can the two go together? Elizabeth George and Ciuli Qian; 7. Attention and control William C. Ocasio and Franz Wohlgezogen; 8. The role of motivational orientations in formal and informal control M. Audrey Korsgaard, Bruce M. Meglino and Sophia S. Jeong; Part IV. Relational Control: 9. Relational networks, strategic advantage: new challenges for collaborative control John Hagel III, John Seely Brown and Mariann Jelinek; 10. Toward a theory of relational control: how relationship structure influences the choice of control Laurie J. Kirsch and Vivek Choudhury; 11. Peer control in organizations Misty L. Loughry; Part V. Managerial and Strategic Control: 12. Control to cooperation: examining the role of managerial authority in portfolios of managerial actions Chris P. Long; 13. Consequences and antecedents of managerial and employee legitimacy interpretations of control: a natural open system approach Katinka M. Bijlsma-Frankema and Ana Cristina Costa; 14. Managerial objectives of formal control: high motivation control mechanisms Antoinette Weibel; 15. Control configurations and strategic initiatives Markus Kreutzer and Christoph Lechner; Index of terms; Author index.