This book sheds light on the long-neglected phenomenon of organizational control and provides important directions for future research.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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.
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.
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