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Markus Kreutzer
Title
Prof. Dr.
Last Name
Kreutzer
First name
Markus
Email
markus.kreutzer@unisg.ch
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1 - 4 of 4
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PublicationFormal and Informal Controls as Complements or Substitutes? The Role of the Task EnvironmentThis 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
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PublicationAn Agenda for Organizational Control Research: Looking through the Kaleidoscope of the Past and PresentDuring 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
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PublicationType: conference paper
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PublicationInformal Control Modes and Initiative Performance : The Moderating Role of Supervisors' Political BehaviorIn 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