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Organizational Control: An Evolutionary Perspective

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  • T. K. Das

Abstract

Much of the literature on organizational control processes has traditionally been based on concepts of cybernetics, power, and authority. This article explores an alternative way of looking at the control phenomenon by introducing the idea of an evolutionary ‘controlling’ cycle. This idea is derived by modifying the basic organizing cycle (enactment, selection, retention) to a hierarchical form, with two distinct components. The model is then applied to understand the basic control modes informing markets, bureaucracies and clans. The article concludes with some comments on the likely future directions of the bureaucratic mode of organizational control.

Suggested Citation

  • T. K. Das, 1989. "Organizational Control: An Evolutionary Perspective," Journal of Management Studies, Wiley Blackwell, vol. 26(5), pages 459-475, September.
    • Handle: RePEc:bla:jomstd:v:26:y:1989:i:5:p:459-475
    DOI: 10.1111/j.1467-6486.1989.tb00739.x
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    Cited by:

    1. Sylvain Bureau & Jean-Baptiste Suquet, 2007. "Renouveler l’approche de la profession en contrôle organisationnel," Revue Finance Contrôle Stratégie, revues.org, vol. 10(4), pages 17-35, December.
    2. Dooms, E., 2005. "Control in multidivisional firms : Levels issues and internal differentiation," Other publications TiSEM bc7c1906-d54c-46e5-9d8e-1, Tilburg University, School of Economics and Management.
    3. Johnson, William H.A., 2011. "Managing university technology development using organizational control theory," Research Policy, Elsevier, vol. 40(6), pages 842-852, July.
    4. Zhang, Xiaotao & Liu, Yipeng & Tarba, Shlomo Y. & Giudice, Manlio Del, 2020. "The micro-foundations of strategic ambidexterity: Chinese cross-border M&As, Mid-View thinking and integration management," International Business Review, Elsevier, vol. 29(6).

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