A Multi-Level Study of Managerial Control Influence on Self-Managed Team Innovativeness
2015 (English)Conference paper (Other academic)
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 control mechanisms on team level (structure and peer control) and on organization level (interactive and diagnostic management control systems), and examine their combined influence on the innovativeness and effectiveness of 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 positive direct effect of team’s structure on team’s effectiveness, while we find a negative effect of team’s concertive control on team’s innovativeness and effectiveness. In addition, interactive management controls on the firm level seem to strengthen the negative effect of concertive control on team’s innovativeness and effectiveness, while in combination with diagnostic control systems, 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-178661OAI: oai:DiVA.org:kth-178661DiVA: diva2:877942
Academy of Management Conference, 2015
QC 201512092015-12-082015-12-082015-12-09Bibliographically approved