The routinisation of management controls in software

John Burns () and Martin Quinn

Metrika: International Journal for Theoretical and Applied Statistics, 2011, vol. 22, issue 1, 5-24

Abstract: Our paper aims to explore management control as complex and intertwining process over time, rather than the (mainstream) fixation on rational, optimising tools for ensuring business success. We set out to contribute towards our understanding of why and how particular management controls evolve over time as they do. We discuss how the management control routines of one organisation emerged and reproduced (through software), and moved towards a situation of becoming accepted and generally unquestioned across much of the industry. The creativity and championing of one particular person was found to be especially important in this unfolding change process. Our case study illuminates how management control (software) routines can be an important carrier of organisational knowledge, both as an engine for continuity but also potentially as a catalyst for change. We capture this process by means of exploring the ‘life-story’ of a piece of software that is adopted in the corrugated container industry. Copyright Springer Verlag 2011

Keywords: Management control; Routines; Software; Organisational knowledge (search for similar items in EconPapers)
Date: 2011
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DOI: 10.1007/s00187-011-0128-5

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