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Organizational Control : Cambridge Companions to Management - Sim B. Sitkin

Organizational Control

Cambridge Companions to Management

By: Sim B. Sitkin (Editor), Laura B. Cardinal (Editor), Katinka Bijlsma-Frankema (Editor)

Paperback

Published: 16th September 2010
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Organisation scholars have long acknowledged that control processes are integral to the way in which organisations 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, behaviour, 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 organisational control, it also provides important directions for future research.

List of figuresp. vii
List of tablesp. viii
Notes on contributorsp. ix
Forewordp. xviii
Introduction and historyp. 1
Control is fundamentalp. 3
A historical perspective on organizational controlp. 16
Conceptions of organizational controlp. 49
A configurational theory of controlp. 51
Critical perspectives on organizational control: reflections and prospectsp. 80
Identity, attention, and motivation in organizational controlp. 109
Identity work and control in occupational communitiesp. 111
Organizational identity and control: can the two go together?p. 167
Attention and controlp. 191
The role of motivational orientations in formal and informal controlp. 222
Relational controlp. 249
Relational networks, strategic advantage: collaborative control is fundamentalp. 251
Toward a theory of relational control: how relationship structure influences the choice of controlsp. 301
Peer control in organizationsp. 324
Managerial and strategic controlp. 363
Control to cooperation: examining the role of managerial authority in portfolios of managerial actionsp. 365
Consequences and antecedents of managerial and employee legitimacy interpretations of control: a natural open system approachp. 396
Managerial objectives of formal control: high motivation control mechanismsp. 434
Control configurations and strategic initiativesp. 463
Index of termsp. 504
Author indexp. 529
Table of Contents provided by Ingram. All Rights Reserved.

ISBN: 9780521731973
ISBN-10: 0521731976
Series: Cambridge Companions to Management
Audience: Professional
Format: Paperback
Language: English
Number Of Pages: 560
Published: 16th September 2010
Publisher: Cambridge University Press
Country of Publication: GB
Dimensions (cm): 22.8 x 15.2  x 2.7
Weight (kg): 0.895