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Organizational Control and Strategic Growth Initiatives - A Contingency Perspective

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abstract This study focuses on formal and informal control modes used by organizations to manage their growth initiatives. Drawing on the literature on growth, organizational control, and contingency theory, we develop and empirically test a set of hypotheses aimed at explaining how different types of growth initiatives are controlled to achieve superior performance. Survey data collected from 201 corporations in six industries serve to test the hypotheses. Results of moderated regression analysis highlight the importance of adopting the control mode to the specific type of initiative. An initiative's degree of internal and external risk as well as exploration are found to moderate the relationships between formal and informal control and initiative performance.
   
type conference paper (English)
   
keywords Organizational Control, Strategic Initiatives, Growth, Contingency Theory
   
project Strategy Making and Strategic Initiatives
name of conference Strategic Management Society (Washington D.C.)
date of conference 13-10-2009
page(s) 1-7
review double-blind review
   
citation Kreutzer, M., Lechner, C., & Cardinal, L. (2009). Organizational Control and Strategic Growth Initiatives - A Contingency Perspective. In , pp.1-7.