Antecedents and consequences of management-espoused organizational cultural control

Harris, Lloyd C. and Ogbonna, Emmanuel Okechukwu ORCID: https://orcid.org/0000-0002-9742-1535 2011. Antecedents and consequences of management-espoused organizational cultural control. Journal of Business Research 64 (5) , pp. 437-445. 10.1016/j.jbusres.2010.03.002

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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.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Schools > Business (Including Economics)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Uncontrolled Keywords:	Control; management espoused cultural control; service workers; structural equation modeling; survey method
Publisher:	Elsevier
ISSN:	0148-2963
Last Modified:	18 Oct 2022 14:31
URI:	https://orca.cardiff.ac.uk/id/eprint/17820

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