THE RELATIONSHIP OF CONTROL AND LEARNING TO PROJECT PERFORMANCE

Abstract

Management controls can be divided into two types that can have opposite effects on organizational learning: behavioral controls, which promote efficiency but also stifle much of the learning opportunity, and outcome controls, which foster interaction among stakeholders can add to the learning environment. This article reports on a study that confirms these observations and explores the nature of their direct and indirect influences on project performance. Data from a sample of software development professionals confirms that behavioral controls and learning directly influence project performance, while outcome controls contribute only indirectly through their impact on learning.

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