Managing I/S design teams: a control theories perspective
Management Science
Coordination in software development
Communications of the ACM
Rapid software development through team collocation
IEEE Transactions on Software Engineering
Portfolios of Control in Outsourced Software Development Projects
Information Systems Research
Out of Sight, Out of Sync: Understanding Conflict in Distributed Teams
Organization Science
Balancing and Rebalancing in the Creation and Evolution of Organizational Control
Organization Science
Deploying Common Systems Globally: The Dynamics of Control
Information Systems Research
The Effectiveness of Knowledge Transfer Portfolios in Software Process Improvement: A Field Study
Information Systems Research
Coordination in Fast-Response Organizations
Management Science
Social Capital and Organizational Performance: Evidence from Urban Public Schools
Organization Science
An Integrative Contingency Model of Software Project Risk Management
Journal of Management Information Systems
Predictors of Formal Control Usage in IT Outsourcing Partnerships
Information Systems Research
The role of informal control in PMO lite environments
Proceedings of the 50th annual conference on Computers and People Research
Information and Management
Contract Performance in Offshore Systems Development: Role of Control Mechanisms
Journal of Management Information Systems
Controlling ERP consultants: Client and provider practices
Journal of Systems and Software
A Question of Legitimacy? A Dynamic Perspective on Multinational Firm Control
Organization Science
Exploring the interaction effects of social capital
Information and Management
Information Technology Management Practice: Impacts upon Effectiveness
Journal of Organizational and End User Computing
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Organizations are increasingly relying on team-based structures as work becomes more complex, nonroutine, and knowledge intensive. Teams comprised of individuals with diverse skills and expertise may be well suited to perform such work. However, as teams become more prevalent, organizations may struggle with ways to exercise control. Formal controls, with their focus on prespecified rules, performance targets, and hierarchical relationships, may be less effective in a teamwork environment than clan control, in which work-related behavior is motivated by shared norms and values, as well as a common vision, and individuals attempt to be accepted or “regular” members of a team. However, little is known about the antecedents of clan control. Much of the existing empirical research on the antecedents of control has been influenced by Ouchi's (Ouchi, W. G. 1977. The relationship between organizational structure and organizational control. Admin. Sci. Quart.22 95--113) framework, which posits clan control is used when managers lack knowledge of means--ends relationships and are unable to measure outcomes. This paper adopts the view that clan control is a “people” or social process and argues that social capital, a construct that reflects connections and relationships among individuals, is a missing, key antecedent of clan control. In particular, we posit that the existence of social capital enables team members, as well as project managers, to facilitate clan control within a team, i.e., team-based clan control. A model is developed and hypotheses are tested using survey data collected from 95 information systems project teams. The results suggest that social capital assets are associated with team-based clan control. Recognizing that the project manager typically has a different level of organizational authority than team members, additional hypotheses are developed relating characteristics of the project manager to team-based clan control. The results of these tests suggest that team-based clan control is also dependent on the manager's knowledge of business processes and the application area, coupled with the extent to which he observes the behaviors of the project team. Thus, our results suggest that there are conditions under which team-based clan control is facilitated by the project team as a whole (including team members and project managers), as well as conditions under which team-based clan control is facilitated by project managers in their role as team leaders. Implications and suggestions for future work are discussed.