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

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    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)
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