A Multi-Level Study of Managerial Control Influence on Self-Managed Team Innovativeness
2015 (English)In: Academy of Management conference, 2015Conference paper (Refereed)
In this study we investigate organizational control systems as the underpinnings of large organizations’ ability to perform after transition to a flattened and decentralized structure. We consider horizontal social control mechanisms on team level (concertive control induced by high team identification) and vertical bureaucratic managerial control mechanisms on organization level (interactive and diagnostic management control systems), and examine their combined influence on the innovativeness of self-managing product development teams in a large company. We utilize a rich empirical data set including a multilevel multi-source survey of the members of 97 organizational teams, their internal team managers, and their higher-level managers. In contrast to some prior research findings, we find a negative effect of team’s concertive control on team’s innovativeness . In addition, managerial interactive control systems fostering a more prestigious team’s organizational image seem to strengthen the negative effect of concertive control on team’s innovativeness, while in combination with diagnostic control systems, legitimizing current external organizational team’s image, the effect of concertive control becomes positive. Interestingly, our analysis suggests that as team’s concertive control increases, managerial control systems show a converse relationship in such a way that the diagnostic control reduces and the interactive control increases the negative influence of concertive control.
Place, publisher, year, edition, pages
IdentifiersURN: urn:nbn:se:kth:diva-193565OAI: oai:DiVA.org:kth-193565DiVA: diva2:1017188
75th Annual Meeting of the Academy of Management
QC 201610052016-10-042016-10-042016-10-05Bibliographically approved