Control enactment in context: Understanding the interaction of controlee and controller perceptions in inter‐organisational project teams

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dc.contributor.authorMcCarthy, Stephenen
dc.contributor.authorO'Raghallaigh, Paidien
dc.contributor.authorLi, Yuzhuen
dc.contributor.authorAdam, Frédéricen
dc.date.accessioned2023-11-01T14:19:41Z
dc.date.available2023-11-01T14:19:41Z
dc.date.issued2023-03-18en
dc.description.abstractControl is necessary for aligning the actions of management (i.e., controllers) and subordinates (i.e., controlees) around common goals. The enactment of control often fails in practice; however, as controlee perceptions may not match those of controllers, leading to a myriad of possible outcomes. Through an interpretive case study of two inter‐organisational IT projects, we reveal how controlees' appraisals and responses to controls are context‐dependent and play out across multiple levels (e.g., personal, professional, project and organisational contexts). We build on a coping perspective of IS controls to theorise the ‘coping strategies’ that controlees pursued relevant to these contexts and the ‘coping routes’ followed when combining different consecutive coping strategies. We find the process need not end with the selection of a single strategy but can potentially continue as both the controller and controlees make ongoing readjustments. While Behavioural Control Theory traditionally assumes the presence of a single control hierarchy, interorganisational IT projects are multi‐level entities that amalgamate different structures and cultures. Our study moves beyond the existing assumptions of Behavioural Control Theory to discuss how a controller's choice of activities shapes the salience of different contexts in controlee appraisals.en
dc.description.statusPeer revieweden
dc.description.versionPublished Versionen
dc.format.mimetypeapplication/pdfen
dc.identifier.citationMcCarthy, S., O'Raghallaigh, P., Li, Y. and Adam, F. (2023) 'Control enactment in context: Understanding the interaction of controlee and controller perceptions in inter-organisational project teams', Information Systems Journal, 33(5), pp. 1029-1084. doi: 10.1111/isj.12434en
dc.identifier.doi10.1111/isj.12434en
dc.identifier.eissn1365-2575en
dc.identifier.endpage1084en
dc.identifier.issn1350-1917en
dc.identifier.issued5en
dc.identifier.journaltitleInformation Systems Journalen
dc.identifier.startpage1029en
dc.identifier.urihttps://hdl.handle.net/10468/15175
dc.identifier.volume33en
dc.language.isoenen
dc.publisherJohn Wiley & Sons, Inc.en
dc.rights© 2023, the Authors. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made. Information Systems Journal published by John Wiley & Sons Ltd.en
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/en
dc.subjectAlignmenten
dc.subjectInformation systems projectsen
dc.subjectContexten
dc.subjectControl enactmenten
dc.subjectController-controlee perceptionsen
dc.subjectCoping theoryen
dc.subjectInterpretive researchen
dc.titleControl enactment in context: Understanding the interaction of controlee and controller perceptions in inter‐organisational project teamsen
dc.typeArticle (peer-reviewed)en
oaire.citation.issue5en
oaire.citation.volume33en
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