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The purpose of this paper is to present an argument for the importance of organizational culture and organizational socialization as controls for business‐to‐business salespeople.

Organization theory suggests that social forms of control can be an effective influence on salesperson activities and behaviors. Based on organization theory, the paper presents a typology of social control combinations and offers propositions to guide future research.

It is suggested that different combinations of organizational culture and socialization moderate the relationship between person‐organization fit and relevant outcomes such that, under various social control environments, creativity is greater, salesperson performance is higher, and salespeople are less likely to leave the firm and will experience greater job satisfaction.

The primary limitation is that it is conceptual in nature. Despite this, arguments presented herein support that socialization activities set the stage for salespeople's attitudes, behaviors, and performance, while organizational culture can reinforce or undermine the firm's socialization efforts. This provides the necessary foundation for future empirical research applying organizational theory to salesperson control.

Salespeople remain the driving force for revenue generation for many business‐to‐business firms. Sales managers are challenged with the task of directing salespeople to meet organizational objectives. However, based on organizational theory, traditional control methods may be less effective because of the unique characteristics of the business‐to‐business sales position. The research suggests that the organizational culture and the socialization tactics used by the sales manager can be tools that sales managers can use to control and direct the activities of salespeople.

Previous research has focused predominantly on outcome‐ and behavior‐based controls for business‐to‐business salespeople and has largely overlooked the potential influence of social controls such as organizational culture and organizational socialization. This research fills that gap.

Employees’ information security policy (ISP) compliance exerts a significant strain on information security management. Drawing upon the compliance theory and control theory, this study attempts to examine the moderating roles of organizational commitment and gender in the relationships between reward/punishment expectancy and employees' ISP compliance.

Using survey data collected from 310 employees in Chinese organizations that have formally adopted information security policies, the authors applied the partial least square method to test hypotheses.

Punishment expectancy positively affects ISP compliance, but reward expectancy has no significant impact on ISP compliance. Compared with committed employees, both reward expectancy and punishment expectancy have stronger impacts on low-commitment employees' ISP compliance. As for gender differences, punishment expectancy exerts a stronger effect on females' ISP compliance than it does on males.

By investigating the moderating roles of organizational commitment and gender, this paper offers a deeper understanding of reward and punishment in the context of ISP compliance. The findings reveal that efforts in building organizational commitment will reduce the reliance on reward and punishment, and further controls rather than the carrot and stick should be applied to ensure male employees' ISP compliance.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

The conceptual foundations of performance measurement and management (PMM) are predominantly rooted in control systems research. However, the appropriateness of this paradigm for volatile and uncertain environments has been questioned. This paper explores whether grounding PMM in social systems theory and viewing uncertainty from an organisational behaviour perspective provides new insights into the PMM theory–practice gap.

A framework, rooted in social systems theory and practice theory, is created that describes how organisational behaviour shapes the social processes associated with organisational change. Semi-structured interviews of 35 people from 16 organisations coupled with thematic analysis are employed to identify the organisational behavioural characteristics that influence how PMM is executed in practice. PMM is then reconceptualised from the perspective of this social systems-based framework.

This investigation proposes (1) performance management is concerned with elements of PMM-related practices open to flexible interpretation by human agents that change the effectiveness of organisational practices, whereas performance measurement is concerned with elements of PMM-related practices not open to interpretation but deliberately reproduced to provide a consistent comparison with the past; (2) the purpose of PMM should be to achieve organisational effectiveness (OE) and (3) the mechanisms underlying performance management and performance measurement are social intervention and embeddedness, respectively.

This first social systems perspective of PMM advances the development of PMM's theoretical foundations by providing a behaviour-based interpretation of, and framework for, PMM-mediated organisational change. This competing approach has strong links to practice.

The main parties in construction projects are the engineers, clients, architects, contractors, material suppliers, and consultants such as the project managers. They play the most important roles in implementing construction projects, and their activities have a significant impact on their risk attitudes during the execution of projects. Because each participant has their particular interests, by proprietary information, each participant is driven to achieve maximum benefit, which can result in improper behaviour concerning each other. The risk in this situation is that there would be a moral hazard and adverse selection based on information asymmetry among principal construction participants especially contractors; this outcome is called risk attitudes. Behaviour is affected by various risk factors and the successful implementation of construction projects depends on effective management of the key risk factors part of which is a personal factor. The purpose of this paper is to identify the critical factors affecting contractors’ risk attitudes among Malaysian construction companies with the moderating role of government policy. Organizational control theory and expected utility theory were used to develop the theoretical framework. The study investigated G7 contractors in the Malaysian construction industry. Data were collected through the use of a questionnaire.

The research analysis was based on structural equation modelling (SEM), and the research model was ascertained through the Smart PLS 3.0 software (Ringle et al., 2012). Partial least square-SEM is an appropriate analysis that was used to assess the results in the current research because its algorithm permits the unrestricted computation of cause-effect relationship models that use both reflective and formative measurement models. This study uses the quantitative method to identify the individual factors influencing contractors’ risk attitude and the moderating role of government policy among construction companies in Malaysia. This study also focussed on the G7 contractors operating in the Malaysia construction industry that specializes in building, bridge and road construction projects. The duration of the data collection was between two and three weeks. The questionnaire was prepared both in Malay and English languages to allow the respondents to respond most conveniently. Before the copies of the questionnaire were distributed, the selected contractors’ committees were duly informed about the details of the survey procedures. The adopted Likert scale was originally a five-point scale that ranges from “very low” to “very high” with “low or high” in between.

The result of this study moderately supports the hypothesized relationships proposed in the theoretical model. In particular, the results recommended that personal factors that affect risk attitudes (working experience, emotional intelligence, professional competence and physical health) have a significant relation with contractors’ risk attitudes in the construction companies in Malaysia. Also, it has been found that government policy (rules and regulations) are important determinants of risk attitudes.

The study focussed on individual factors affecting contractors’ risk attitudes in the construction company’s in Malaysia. Therefore, the dimensions of factors affecting risk attitudes can be used in another aspect of construction projects such as management factors, economic factors and technical factors. Therefore, further research might investigate other grades of Malaysian construction companies apart from Grade 7 contractors to know if there is a similarity in the results; other grades of the contractors might have potential positive contributions to the construction industry as well.

With consider to the practical, the current research findings have several contributions for the contractors and project managers. The research results demonstrate that government policy plays an important role in the construction industry and organizational support will also help contractors to control their attitudes in working place. Individual factor has a direct relationship with contractor risk attitudes (CRA), project managers must ensure that the government policy has an impact in all their workers and offered is competitive, fair and by their employees’ contribution. Apart from that managers should also focus on organizational goals especially in managing professional and skilled contractors in the companies. Employees who perceived their employers as uncaring or not supporting their needs and well-being may not be happy working with the organization and the tendency for them to change their attitudes towards risk will be high.

This study also contributes knowledge by lending empirical support to the organizational control theory and expected utility theory system’s effect on CRA and confirming that changing one individual attitude will change the whole equilibrium. This is useful to aid in further synthesis of organizational control theory and expected utility theory in construction companies.

This study is the first attempt at evaluating the direct and moderating effect relationships among individual factor affecting risk attitudes, government policy and CRA in Malaysian construction companies. These findings also prop up the applicability of the organizational control theory and expected utility theory within the context of construction companies in Malaysia. Also, this study contributed to the literature on psychology by subjective (psychological) measures of individuals’ behaviour and decisions. In the CRA literature, there has been much discussion on personal characteristics to understand behaviours such as attitudes of a contractor towards risk and morals.

Much of the prior literature on arbitrator acceptability is focused primarily on demographic characteristics of arbitrators and parties. This article draws from several behavioral theories to build a single conceptual model of arbitrator acceptability. Key concepts from the theory of planned behavior, control theory, organizational justice theories, and the decision making literature are integrated into a single framework that enhances our understanding of this topic and provides useful directions for future research.

The purpose of this paper is to recognise the importance of the interplay between performance measurement, performance management, employee engagement and performance. However, the nature of this phenomenon is not well understood. Analysis of the literature reveals two dimensions of organisational control, technical and social, that are used to develop a conceptual framework for studying this phenomenon.

The authors conducted explorative action research involving pilot and control groups from two departments of a UK bank.

The authors show that an intervention on the social controls has led to changes in technical controls of the performance measurement system resulting in significant improvement in employee engagement and performance.

The research was undertaken with two cases from a single organisation. Further fine-grained, longitudinal research is required to fully understand this phenomenon in a wider range of contexts.

The paper contributes to the theory on performance measures and gives guidance on how organisations might design their performance measurement systems to enhance employee engagement and performance.

The study makes three contributions. First, the authors introduce a new theoretical framework based the organisational control theory providing a basis for future research. Second, through nine propositions, the authors establish a causal relationship between performance measurement, performance management, employee engagement and performance. Third, the authors identify a gap in knowledge concerning the design of organisational controls in the context of the process that is being managed.

The paper seeks to investigate the effects of psychological contract on control mechanisms in outsourced ISD projects, based on control theories and psychological contract theories.

The paper is a multiple case study involving five outsourced projects completed by one of the largest and most successful telecommunication vendors in China. The company was the client in three of the projects and the vendor in the other two.

Based on first‐hand observations by the first author over a two‐year period and follow‐up interviews, four scenarios of match and mismatch of psychological contract between the client and vendor are identified, labeled as mutual transaction, client vulnerable, vendor vulnerable, and mutual loyalty. Moreover, the effect of psychological contract in shaping organizational control and outsourcing outcomes in the four different scenarios is revealed. For example, mutual transaction was associated with an emphasis on outcome control by the client. In contrast, mutual loyalty was associated with more informal control (self‐control and clan control). Furthermore, in the cases of mismatch between the client's and vendor's psychological relationship, the client implemented more behavior control and encouraged self‐control by its partner.

This research is, to the best of the author's knowledge, one of the first attempts to bring together psychological contract theory and organizational control theory in the domain of IT offshore outsourcing research. It reveals the effect of psychological contract in shaping organizational control in the four different scenarios labeled as mutual transaction, client vulnerable, vendor vulnerable, and mutual loyalty.

In this article a critique of stakeholder theory is presented. The analysis highlights several concerns regarding the scientific rigor of this body of knowledge revealing the assumptions and inconsistencies that underpin its main propositions. The discussion shows in particular some of the internal contradictions between, on the one hand, the ideology of social good, and on the other hand, the ideology of control which we argue is not fully accounted for in the way stakeholder theory was popularized in recent years. Our critique opens up more possibilities for engaging with stakeholder theory acknowledging the underlying values that are at stake, thus, revealing the political and value‐laden nature of the concept of stake‐holder. What we seek to draw particular attention to is the way stake‐holder analysis reveals the challenges when not only subjectivities but identities are at stake. This latter point we hope will encourage greater reflexivity among theorists and researchers in this field, recognizing that their personal biases and partialities influence their scholarship, and the way they shape the ideologies stakeholder theory is presented by.

The purpose of this paper is to explore how organizational climate impacts the speed of strategic change (SSC) for firms in transitional economies and whether if the effects were contingent on internal control mechanisms.

A theoretical model including five constructs is developed. The questionnaire survey is deployed to scale main constructs, including organizational climate, such as open communication and hierarchical bureaucracy, internal controls such as strategic and financial control, and SSC. The moderation regression method in five steps is employed to test all hypotheses using the survey data from the 120 sampled Chinese firms.

The findings show that open communication has a positive effect on SCC, whereas hierarchical bureaucracy has a negative effect on SSC. Furthermore, strategic control positively moderates the relationship between open communication and SSC but negatively moderates the relationship between hierarchical bureaucracy and SSC; meanwhile, financial control negatively moderates the relationship between open communication and SSC but positively moderates the relationship between hierarchical bureaucracy and SSC.

This research integrates organizational climate and internal control mechanisms into the framework of strategic change to investigate how firms achieve fast strategic change through aligning organizational climate with proper organizational control mechanisms. The findings advance the authors’ understanding of the organizational climate, internal controls, and strategic change literature, and offer valuable managerial insights for managers in situations when strategic change is of central importance in the transitional economies.