Control mechanisms and perceived organizational support: exploring the relationship between new and traditional forms of control

Costa, T, Duarte, H and Palermo, OA ORCID: https://orcid.org/0000-0002-6325-8055, 2014. Control mechanisms and perceived organizational support: exploring the relationship between new and traditional forms of control. Journal of Organizational Change Management, 27 (3), pp. 407-429. ISSN 0953-4814

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Abstract

Purpose: Taking into account the need to make a clearer distinction between traditional and new organizational controls, this paper aims to investigate similarities and differences between those two forms and explore the extent to which new forms of control can be operationalized from a quantitative point of view. Design/methodology/approach: Suggesting that new organizational controls can be understood also in light of quantitative paradigms, we develop and test a scale to measure the existence of these types of controls, examine its construct validity and evaluate its convergent validity. Findings: The theoretical dimensions of new controls have empirical correspondence. Input and behaviour controls are strongly associated with the promotion of values and beliefs in organizations. New controls become responsible for employees’ acceptance of companies’ management, an aspect measured by Perceived-Organizational-Support (POS).

Item Type:	Journal article
Publication Title:	Journal of Organizational Change Management
Creators:	Costa, T., Duarte, H. and Palermo, O.A.
Publisher:	Emerald
Date:	2014
Volume:	27
Number:	3
ISSN:	0953-4814
Identifiers:	Number Type 10.1108/JOCM-11-2012-0187 DOI
Divisions:	Schools > Nottingham Business School
Record created by:	EPrints Services
Date Added:	09 Oct 2015 10:08
Last Modified:	11 Oct 2021 10:42
URI:	https://irep.ntu.ac.uk/id/eprint/8238

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