The oxymoron of control in an era of globalization: vulnerabilities of a mega-myth

In response to developments around as well as within organisations, managers are faced with a control-commitment dilemma. A new rationality of governance has emerged besides the well-known rationality of bureaucratic control. This new set of governance strategies, which is presented under different labels such as commitment-based management or trust-based governance, is directed at access to and leverage of intangible resources like employee commitment, tacit knowledge and learning behaviours. In this special issue, six studies are presented that address the subject of how top management teams deal with this control-commitment dilemma and the intended or unintended consequences of choices made. © 2004, Emerald Group Publishing Limite

Understanding the trust-control nexus

This article aims at contributing to the understanding of the trust-control nexus. The objective is to bring the discussion around the relationship between both concepts a step further by identifying common foundations, distinctive mechanisms and key implications relevant for theory-building and empirical research on trust and control. First, the concept of trust and related concepts are introduced. Second, the developments related to the diminished effectiveness of control and a growing importance of trust in both intra- and inter-organizational relations are discussed. Finally, the state of the art regarding the trust-control nexus and a brief summary of the four articles included in this special issue are provided

Dilemma's of control in managerial perspectives on succes and failure of acquisition processes

In this study, nine managers of a Dutch multinational engineering company were interviewed on the success and failure factors of post-acquisition processes they were involved in over the past five years. When referring to their experiences, the managers mainly spoke about failures and how to avoid these in future. The focus of this study was on the cognitive map structure of the perspectives of managers as disclosed by the interview data. Three different collective maps were found, representing "the Strategists", strategic business unit-presidents, and human resource (HR)-managers. The maps show differences in perspectives on four central themes: control versus cooperation; how to handle the culture of the acquired firm; trust versus distrust; and speed versus carefulness. If the maps are compared with literature on management acquisition processes, the HR-managers' map shows richer insights into how to manage human factors in acquisition processes than the other two. Instead of exploiting these valuable insights, the differences in perspectives fostered distrust between the two management levels, which constrained mutual learning. © Emerald Group Publishing Limited