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Antecedents and consequences of management-espoused organizational cultural control


  • Harris, Lloyd C.
  • Ogbonna, Emmanuel


The issue of control is central to many conceptualizations of work and work organization. Although the body of research on organizational culture control is growing, this literature has a number of limitations. This article encourages theory building by supplying generalizable empirical evidence of the practices of organizations that aim to enhance management-espoused cultural control as well as developing insights into how such efforts impact on employees. The analysis of the responses to a survey of one thousand firms finds a number of significant associations between the three antecedent factors and cultural control as well as three associations with consequences. The article culminates with a discussion of the contributions and implications of these findings.

Suggested Citation

  • Harris, Lloyd C. & Ogbonna, Emmanuel, 2011. "Antecedents and consequences of management-espoused organizational cultural control," Journal of Business Research, Elsevier, vol. 64(5), pages 437-445, May.
  • Handle: RePEc:eee:jbrese:v:64:y:2011:i:5:p:437-445

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    References listed on IDEAS

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    4. Christopher Grey, 1996. "Towards A Critique of Managerialism: the Contribution of Simone Weil," Journal of Management Studies, Wiley Blackwell, vol. 33(5), pages 591-612, September.
    5. Emmanuel Ogbonna & Barry Wilkinson, 2003. "The False Promise of Organizational Culture Change: A Case Study of Middle Managers in Grocery Retailing," Journal of Management Studies, Wiley Blackwell, vol. 40(5), pages 1151-1178, July.
    6. Kenneth A. Bollen, 1989. "A New Incremental Fit Index for General Structural Equation Models," Sociological Methods & Research, , vol. 17(3), pages 303-316, February.
    7. Oliver, Richard L & Bearden, William O, 1985. " Crossover Effects in the Theory of Reasoned Action: A Moderating Influence Attempt," Journal of Consumer Research, Oxford University Press, vol. 12(3), pages 324-340, December.
    8. Mats Alvesson, 2002. "Identity Regulation as Organizational Control: Producing the Appropriate Individual," Journal of Management Studies, Wiley Blackwell, vol. 39(5), pages 619-644, July.
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    10. Gideon Kunda, 1995. "Engineering Culture: Control and Commitment in a High-Tech Corporation," Organization Science, INFORMS, vol. 6(2), pages 228-230, April.
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    Cited by:

    1. Paul, Michael & Hennig-Thurau, Thorsten & Groth, Markus, 2015. "Tightening or loosening the “iron cage”? The impact of formal and informal display controls on service customers," Journal of Business Research, Elsevier, vol. 68(5), pages 1062-1073.
    2. del Mar Benavides-Espinosa, María & Ribeiro-Soriano, Domingo, 2014. "Cooperative learning in creating and managing joint ventures," Journal of Business Research, Elsevier, vol. 67(4), pages 648-655.
    3. Lena Zander & Karsten Jonsen & Audra I. Mockaitis, 2016. "Leveraging Values in Global Organizations: Premises, Paradoxes and Progress," Management International Review, Springer, vol. 56(2), pages 149-169, April.


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