Organizational control and project performance

The theory of organisation control developed by Ouchi and others focuses on the managers’ choice of individual control modes. Studies on the normative effects of control modes assumes the implicit normative effects of the Ouchi model and largely ignore the choice of a combination or portfolio of control modes and its effects on performance.The emerging stream on the “balance” of control modes emphasize the importance of employing multiple control modes simultaneously but fails to partition the total effects into the aggregate effects on performance of individual modes and the effects of interactions among those modes. It, therefore, does not formally model the effect on performance of balance, defined in terms of interactions among control modes.Here, a more complete and complex normative model of organization control is developed and validated. The model includes interactions among control modes and the effects on performance of those interactions. Surveying Australian construction contractors and inform
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