Antecedents and consequences of management-espoused organizational cultural control

Lloyd C. Harris and Emmanuel Ogbonna

Journal of Business Research, 2011, vol. 64, issue 5, 437-445

Abstract: 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.

Keywords: Management-espoused; cultural; control; Control; Survey; method; Service; workers; Structural; equation; modeling (search for similar items in EconPapers)
Date: 2011
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Citations: View citations in EconPapers (9)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:64:y:2011:i:5:p:437-445

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