The Controller's Managerial Work
AbstractThis article analyses a controller’s action in a product development setting. An alliance context provides for a hybrid form of governance and for complexity. The analysis builds on the participants’ own comments to a video-recorded clip from one of their earlier meetings with a heated exchange on proper information sharing. The analysis leads up to an application of virtue ethics to the conversation showing that the situation is emotionally loaded since participants mobilise virtues as arguments for appropriateness. The situation allows non-rational arguments and the controller can do “managerial work” to reconfirm and clarify responsibility structures. The situation invites reflection on the nature of the agency-structure interface, and a more articulated managerial role for the controller in hybrid forms of control.
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Bibliographic InfoPaper provided by University of Gothenburg, Gothenburg Research Institute GRI in its series GRI-rapport with number 2007:1.
Length: 30 pages
Date of creation: 07 May 2007
Date of revision:
Agency; hybrid forms; Controlling; field research; direct observation;
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