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Costa, T., Duarte, H. & Palermo, O. (2014). Control mechanisms and perceived organizational support: exploring the relationship between new and traditional forms of control. Journal of Organizational Change Management. 27 (3), 407-429

T. M. Costa et al.,  "Control mechanisms and perceived organizational support: exploring the relationship between new and traditional forms of control", in Journal of Organizational Change Management, vol. 27, no. 3, pp. 407-429, 2014

@article{costa2014_1715182395016,
	author = "Costa, T. and Duarte, H. and Palermo, O.",
	title = "Control mechanisms and perceived organizational support: exploring the relationship between new and traditional forms of control",
	journal = "Journal of Organizational Change Management",
	year = "2014",
	volume = "27",
	number = "3",
	doi = "10.1108/JOCM-11-2012-0187",
	pages = "407-429",
	url = "http://www.emeraldinsight.com/doi/abs/10.1108/JOCM-11-2012-0187"
}

TY  - JOUR
TI  - Control mechanisms and perceived organizational support: exploring the relationship between new and traditional forms of control
T2  - Journal of Organizational Change Management
VL  - 27
IS  - 3
AU  - Costa, T.
AU  - Duarte, H.
AU  - Palermo, O.
PY  - 2014
SP  - 407-429
SN  - 0953-4814
DO  - 10.1108/JOCM-11-2012-0187
UR  - http://www.emeraldinsight.com/doi/abs/10.1108/JOCM-11-2012-0187
AB  - Purpose - Taking into account the need to make a clearer distinction between traditional and new organizational controls, the purpose of this paper is 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, the paper develops and tests a scale to measure the existence of this type 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).

Research limitations/implications - The study presents two challenges linked to the lack of evaluation of the possible process mediators that measure the subjectification of the individual, and to the lack of data coming from the organizational level. Limitations can be addressed by multi-level studies using measures that would avoid single variance biases. The need for companies to pay more attention to organizational discourses and to the promotion of specific values (that can enrich traditional controls), and the impact this might generate on POS and future reciprocity, are the practical implications of the study.

Originality/value- The impact of new organizational controls can be measured by scales rather than investigated only with qualitative approaches. Furthermore, it can be observed that the promotion of values and beliefs strongly increases POS. Such dimension can reduce employees' resistance when compared to output controls or controls based on changes in surveillance technologies and structural change processes.
ER  -