Managing I/S Design Teams: A Control Theories Perspective

John C. Henderson and Soonchul Lee
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John C. Henderson: School of Management, Boston University, 704 Commonwealth Avenue, Boston, Massachusetts 02215
Soonchul Lee: School of Management, Boston University, 704 Commonwealth Avenue, Boston, Massachusetts 02215

Management Science, 1992, vol. 38, issue 6, 757-777

Abstract: The control relationship between project managers and team members is a central aspect of the working of any Information System (I/S) design team. This paper combines research on managerial control and team-member control in order to explore a range of control behaviors that can affect the performance of an I/S design team. Measures are developed and validated for managerial control and team-member control from both an outcome and a process perspective. Results from a study of 41 actual I/S design teams indicate that high-performing teams exhibit high process control by managers and high outcome control by team members. The results also support the proposition that both managerial and team-member control coexists and that increases in the total level of control behavior is positively correlated with performance.

Keywords: project management; control; managerial control; software development; team performance (search for similar items in EconPapers)
Date: 1992
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Persistent link: https://EconPapers.repec.org/RePEc:inm:ormnsc:v:38:y:1992:i:6:p:757-777

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