Markus Kreutzer
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Kreutzer
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Markus
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markus.kreutzer@unisg.ch
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  • Publication
    Formal and Informal Control as Complements or Substitutes? The Role of the Task Environment
    (Academy of Management, 2014-08-04)
    Kreutzer, Markus
    ;
    Cardinal, Laura
    ;
    Walter, Jorge
    ;
    Lechner, Christoph
    This study extends both traditional contingency approaches to organizational control as well as the fledgling, and largely conceptual, literature on more holistic control approaches by examining whether and to what extent formal and informal controls interact with each other in their influence on performance outcomes. In particular, we examine whether formal and informal controls act as complements or substitutes for each other, as well as whether such an interaction will be more or less pronounced in the context of higher degrees of exploration. Our empirical findings from an analysis of 184 strategic initiatives conducted by firms across a variety of industries provide support for the benefits of a complementary use of formal and informal controls, but also suggests that the degree of exploration at least partially moderates this effect, and thereby contribute to a more com-prehensive understanding of organizational control.
    Type: conference paper
    DOI: 10.5465/AMBPP.2014.105
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/86542
  • Publication
    Type: conference paper
    DOI: 10.5465/AMBPP.2014.11472abstract
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/86543
  • Publication
    Formal and Informal Controls as Complements or Substitutes? The Role of the Task Environment
    (Strategic Management Society, 2014-09-23)
    Kreutzer, Markus
    ;
    Walter, Jorge
    This study contrasts the substitution logic advanced by the traditional organizational control view with the complementarity logic inherent in the more recent, holistic organizational control view. We examine whether formal and informal behavior and outcome controls act as complements or substitutes for each other in their effects on performance outcomes, and whether any such interaction will be stable across different organizational contexts or subject to contextual contingencies. Our empirical analysis of 184 strategic initiatives conducted by firms across a variety of industries provides broad support for the holistic view and the positive impact of a complementary use of formal and informal behavior control as well as formal and informal outcome control on initiative performance.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/86312
  • Publication
    An Agenda for Organizational Control Research: Looking through the Kaleidoscope of the Past and Present
    (SMS Strategic Management Society, 2013-06-21)
    Cardinal, Laura
    ;
    Kreutzer, Markus
    During the past 50 years, a substantial array of research on organizational control has been conducted in management. In spite of its historical prominence in strategic management and organization theory, control research has not been sufficiently cumulative. Organizational forms and environments have changed dramatically since theories concerning organizational control were developed, yet our theories and empirical research have not kept pace with the dramatic changes of our twentyfirst century. The purpose of this review is to make sense of this old, but fragmented research and to identify building blocks, critical relationships, trends, and a roadmap for future research.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/89082
  • Publication
    Informal Control in Volunteer Work Teams - the Role of Clan and Peer Controls for Volunteer Satisfaction and Turnover
    (EIASM European Institute for Advanced Studies in Management, 2013-09-19)
    Kreutzer, Markus
    ;
    Kreutzer, Karin
    Informal organizational control's role, while not extensively studied, has been said to be increasingly important - especially in contexts in which formal power, formal incentives and rewards are not prevalent - in volunteer organizations. We are interested in how non-governmental organizations (NGOs) can reduce volunteers' turnover by inducing an informal clan control in their organization. We propose that clan control positively influences both volunteer job satisfaction and satisfaction of relatedness of needs, argued to be important indicators of how likely these volunteers will remain engaged in the organization - and that these links are partly mediated by the induced behavior of volunteers in teams, specifically, the lateral monitoring, i.e. the informal peer control that results. We selected volunteers in a children's rights NGO with almost 3,000 volunteers in Germany to empirically test our model. This NGO organizes its volunteer work in 175 regional volunteer groups, each headed by a group leader. Test results of structural equation modeling provide evidence that direct and indirect peer control indeed act as partial mediators of clan control's link to satisfaction and thereby turnover intention in our sample of more than 600 volunteers. While direct peer control partly mediates clan control's link to job satisfaction and satisfaction of relatedness needs, indirect peer control partly mediates clan control's link to satisfaction of relatedness needs. Implications for NGOs building on volunteer work and future research are discussed.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/88700
  • Publication
    Informal Control Modes and Initiative Performance : The Moderating Role of Supervisors' Political Behavior
    (SMS Strategic Management Society, 2012-10-07)
    Kreutzer, Markus
    In this paper, we focus on informal control modes (composed of certain levels of informal input, behavior, and output control) utilized by top managers to steer growth initiative teams. We propose that the informal control mode utilized interacts with the existing level of supervisor's political behavior to influence initiative performance. Survey data on strategic growth initiatives collected from 201 corporations serve to test our hypotheses. Our results of moderated regression analysis highlight the importance of adapting the control mode to the specific supervisors' political behavior.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/90890