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

Abstract

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.