Three Controls are Better than One: A Computational Model of Complex Control Systems

Three Controls are Better than One: A Computational Model of Complex Control Systems This paper investigates theories that integrate and extend currently accepted agency- and transaction-based approaches to organizational control. We use a computational model to build three forms of control systems (market, bureaucratic, clan) and three forms of control targets (input, behavior, output). Using these models, we examine relationships between control systems and both singular and multiple control targets. Results of this study support the emerging “broader” perspective on organizational control research and suggest that managers can improve organizational performance by focusing attention on multiple control targets. In addition, findings partially support posited relationships between control systems and singular control targets. The authors suggest that results of this study should direct scholars to refocus control research from examinations of singular forms of control to evaluations of more complex control systems. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Computational & Mathematical Organization Theory Springer Journals

Three Controls are Better than One: A Computational Model of Complex Control Systems

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Publisher
Springer Journals
Copyright
Copyright © 2002 by Kluwer Academic Publishers
Subject
Business and Management; Management; Operation Research/Decision Theory; Artificial Intelligence (incl. Robotics); Sociology, general; Methodology of the Social Sciences
ISSN
1381-298X
eISSN
1572-9346
D.O.I.
10.1023/A:1020767513183
Publisher site
See Article on Publisher Site

Abstract

This paper investigates theories that integrate and extend currently accepted agency- and transaction-based approaches to organizational control. We use a computational model to build three forms of control systems (market, bureaucratic, clan) and three forms of control targets (input, behavior, output). Using these models, we examine relationships between control systems and both singular and multiple control targets. Results of this study support the emerging “broader” perspective on organizational control research and suggest that managers can improve organizational performance by focusing attention on multiple control targets. In addition, findings partially support posited relationships between control systems and singular control targets. The authors suggest that results of this study should direct scholars to refocus control research from examinations of singular forms of control to evaluations of more complex control systems.

Journal

Computational & Mathematical Organization TheorySpringer Journals

Published: Oct 10, 2004

References

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