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Control is fundamental
16 references·1 citing·32 second hop
Control is fundamental (2010)Control is fundamentalManagement control systems and strategy: A resource-based perspective (2005)Management control systems an…Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal (1994)Levers of Control: How Manage…Tightening the Iron Cage: Concertive Control in Self-Managing Teams (1993)Tightening the Iron Cage: Con…Complex Organizations: A Critical Essay (1990)Complex Organizations: A Crit…Organizations: Rational, Natural, and Open Systems (1988)Organizations: Rational, Natu…General and Industrial Management (1986)General and Industrial Manage…Organizations: Rational, Natural, and Open Systems. (1984)Organizations: Rational, Natu…Markets, Bureaucracies, and Clans (1980)Markets, Bureaucracies, and C…A Conceptual Framework for the Design of Organizational Control Mechanisms (1979)A Conceptual Framework for th…The Relationship Between Organizational Structure and Organizational Control (1977)The Relationship Between Orga…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…Complex Organizations: A Critical Essay. (1974)Complex Organizations: A Crit…Handbook of Organizations. (1966)Handbook of Organizations.A Behavioral Theory of the Firm (1964)A Behavioral Theory of the Fi…Formal Organizations (1962)Formal OrganizationsPatterns of Industrial Bureaucracy. (1955)Patterns of Industrial Bureau…Financial Incentives and Professionals’ Work Tasks: The Moderating Effects of Jurisdictional Dominance and Prominence (2020)Financial Incentives and Prof…The Social Construction of Reality (1967)Organizational Control: Two Functions (1975)Educational Organizations as Loosely Coupled Systems (1976)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Administrative Behavior: A Study of Decision-Making Processes in Administrative Organization. (1978)The Social Psychology of Organizations. (1979)The Constitution of Society. Outline of the Theory of Structuration (1984)What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite (1997)The Network Structure Of Social Capital (2000)Inequality Regimes (2006)The Nature of the Firm (1937)Markets and Hierarchies: Analysis and Antitrust Implications. (1976)The Economics of Organization: The Transaction Cost Approach (1981)Social Capital: Prospects for a New Concept (2002)Performance management: a framework for management control systems research (1999)The design and use of performance management systems: An extended framework for analysis (2009)Resource Mobilization and Social Movements: A Partial Theory (1977)Firm resources and sustained competitive advantage (2004)Determinants of Coordination Modes within Organizations (1976)The Social Scientific Study of Leadership: Quo Vadis? (1997)Theory and research in strategic management: Swings of a pendulum (1999)Agency Theory: An Assessment and Review (1989)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Toward a knowledge‐based theory of the firm (1996)Knowledge Transfer: A Basis for Competitive Advantage in Firms (2000)Modernization, cultural change, and democracy the human development sequence (2005)Strategic Responses to Institutional Processes (1991)Disrupted Routines: Team Learning and New Technology Implementation in Hospitals (2001)Upper Echelons Research Revisited: Antecedents, Elements, and Consequences of Top Management Team Composition (2004)Temperament and Development (2016)
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References

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  • 1962Formal Organizations

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  • 2020Financial Incentives and Professionals’ Work Tasks: The Moderating Effects of Jurisdictional Dominance and Prominence24 cited