Balancing and Rebalancing in the Creation and Evolution of Organizational Control

By Laura B. Cardinal, Sim B. Sitkin, C. Long. Organ. Sci., 2004

511 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/de3eb55a68e1d1c73d56c732b73ca92da0363710

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Evolutionary Competition in Platform Ecosystems (2015, methodology): “Fo r pe rs on al u se o nl y, a ll ri gh ts r es er ve d. and selection processes (Cardinal et al. 2004), implying that not all extensions seeking admission will be allowed into the ecosystem.”
Building Sustainable High-Growth Startup Companies: Management Systems as an Accelerator (2010, background): “EDU 82 much below its business potential.(10) The second one is management chaos.”
Coping with Problems of Understanding in Interorganizational Relationships: Using Formalization as a Means to Make Sense (2006, background): “Collectively, our arguments depict formalization as a process of ‘constructive clarification’ (Cardinal et al. 2004: 422) by which particular versions of reality are created, clarified, sustained and modified (Brown 2004), and as a form of structuring that generates and recreates meanings (Ranson…”
Towards a Dialectic Perspective on Formalization in Interorganizational Relationships: How Alliance Managers Capitalize on the Duality Inherent in Contracts, Rules and Procedures (2007, background): “Actual degrees of formalization pertaining to relationships entails functions as well as dysfunctions, including several unanticipated or latent consequences (see Balogun and Johnson 2004; Blau 1955; Cardinal et al. 2004; Mintzberg 1994; Yu et al. 2005).”
Balanced scorecard in SMEs: effects on innovation and financial performance (2017, unknown): “Managerial attention to the BSC introduces formalization into SMEs’ traditionally informal operational control structures (Cardinal et al. 2004), facilitating the strategic alignment of employees so that they can efficiently pursue the firm’s intended strategies (Garengo and Bititci 2007).”
Interplay between performance measurement and management, employee engagement and performance (2017, background): “Based on the above discussion the organisational control, management control and performance measurement theories agree that social and technical-controls co-exist; thus they need to be considered simultaneously (Cardinal et al, 2004; Bititci et al., 2012; Tessier and Otley, 2012).”
Organizational Controls and Performance Outcomes: A Meta‐Analytic Assessment and Extension (2018, unknown): “Specifically, they have focused on blending different types of control to achieve the desired performance (e.g., Cardinal et al., 2004; Long et al., 2002), and have described the singular view of control as problematic because it does not reflect actual controller–controllee settings that are often…”
Escaping the Prior Knowledge Corridor: What Shapes the Number and Variety of Market Opportunities Identified Before Market Entry of Technology Start-ups? (2013, background): “Our findings also help to develop a more nuanced understanding of the role of pre-entry endowments and path dependence in new firm creation (Eisenhardt and Schoonhoven 1990, Cardinal et al. 2004, Beckman 2006, D ow nl oa de d fr om in fo rm s. or g by [ 12 8.”
If someone is watching, I'll do what I'm asked: mandatoriness, control, and information security (2009, methodology): “A control perspective has been applied to many contexts, including sales (Eisenhardt, 1985), research & development (Cardinal, 2001), and management of start-up firms (Cardinal et al ., 2004).”
A multidimensional view of industrial and academic science (2011, background): “In particular, organizational scholars have suggested that firms become more bureaucratic and formalized as they grow and mature, suggesting that larger and older firms may offer their employees less autonomy in their jobs (cf. Baron et al., 2001; Cardinal et al., 2004; Idson, 1990).”
Introducing the First Management Control Systems: Evidence from the Retail Sector (2006, background): “Third, early-stage firms utilize informal control systems more intensely than do mature firms (Cardinal et al. 2004; Moores and Yuen 2001) and, thus, they might decide to invest only in those formal MCS that liberate managers from routine operations and allow them to informally focus on the firm’s…”