An Extended Model of IS Project Control

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Show simple item record Chua, Cecil en Soh, C en Singh, H en 2011-11-09T19:56:43Z en 2005 en
dc.identifier.citation 65th Academy of Management Meeting, 2005 en
dc.identifier.uri en
dc.description.abstract IS project controls research focuses on identifying the appropriate sets of controls for managing complex IS projects. The literature is dominated by the situational view of control, which argues that situational factors such as the visibility of outcomes or behaviors identify the appropriate controls to employ. The controls literature in management has two alternate views on control. The balancing view suggests that organizations must have a healthy mix of formal (i.e., behavior and outcome) and informal (i.e., clan and self) controls, while the more controls view argues that control predicts project performance. These alternate views can potentially shed light on unexplained IS project control phenomena. For example, because the balancing view advocates the need for balance (Cardinal, Sitkin, & Long, 2004), it explains why all control modes are present in every project- an explanation that is absent from the situational view. en
dc.relation.ispartof 65th Academy of Management Meeting en
dc.relation.ispartofseries Academy of Management Best Conference Paper 2005 OCIS: E1 en
dc.rights Items in ResearchSpace are protected by copyright, with all rights reserved, unless otherwise indicated. Previously published items are made available in accordance with the copyright policy of the publisher. en
dc.rights.uri en
dc.title An Extended Model of IS Project Control en
dc.type Conference Item en
dc.rights.holder Copyright: the author en en
pubs.start-date 2005 en
dc.rights.accessrights en
pubs.subtype Conference Paper en
pubs.elements-id 155563 en
pubs.record-created-at-source-date 2010-10-01 en

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