The Genesis of Control Configurations during Organizational Founding

4区 管理学 Q3 Economics, Econometrics and Finance Advances in Strategic Management-A Research Annual Pub Date : 2018-11-23 DOI:10.1108/S0742-332220180000040003
Laura B. Cardinal, S. Sitkin, C. Long, C. C. Miller
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引用次数: 3

Abstract

In this chapter, the authors argue that organizational controls are best depicted and studied as sets of control configurations. Concepts from extant control research streams describing basic control elements as well as ideal types of control systems are used to identify and classify control configurations. The authors present compositional distinctions among four control configurations using a decade-long case study of a start-up company. By displaying how specific control elements are simultaneously distinct and intertwined in this company, the authors reveal significant theoretical insights that can assist scholars in distinguishing between different configurational patterns and in comprehending dynamics present in holistic perspectives of control. The authors conclude by discussing how conceptualizing controls as configurations most accurately reflects both organizational and managerial practice in ways that can motivate the development of new theories and approaches to studying this key aspect of organizational design. Because control configurations inherently reflect interdisciplinary concerns, and because such configurations affect the attainment of strategic goals, this work provides findings and ideas that fit the interests of a broad audience.
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组织创立过程中控制配置的产生
在本章中,作者认为组织控制最好作为控制配置的集合来描述和研究。现有控制研究流中描述基本控制元素以及理想类型的控制系统的概念用于识别和分类控制配置。作者通过对一家初创公司长达十年的案例研究,提出了四种控制配置之间的组成差异。通过展示特定的控制元素在这家公司中是如何同时不同和交织的,作者揭示了重要的理论见解,可以帮助学者区分不同的配置模式,并理解控制的整体视角中存在的动力学。最后,作者讨论了将控制概念化为配置如何最准确地反映组织和管理实践,从而推动研究组织设计这一关键方面的新理论和方法的发展。由于控制配置固有地反映了跨学科的关注,并且由于这种配置影响战略目标的实现,这项工作提供了符合广大受众兴趣的发现和想法。
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期刊介绍: Advances in Strategic Management is dedicated to communicating innovative, new research that advances theory and practice in Strategic Management. The domain of the series encompasses, but is not limited to, corporate and business unit strategy, strategic organization and process, alliances and networks, and competitive dynamics. The series is committed to expanding the scope of Strategic Management theory and analysis and enriching practice by: -Encouraging multitheoretical approaches that span multiple social science disciplines -Welcoming papers using a diversity of innovative research methods -Creating focused volumes that explore in depth promising new research directions, consolidate research streams, and address significant current theoretical and practical problems.
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