Organizational control is a key managerial function, and the focus of a great deal of research
in the management and organizations field. Our concern is that research has not kept pace …

This study examines the effects of three dimensions of network relations on the intergroup
level and the performance of strategic initiatives. Findings suggest inverted U-shaped …

In contrast to the contingency approach advanced by most prior work, we suggest a
complementary perspective on organizational control and its relationship with performance …

The traditional view of control in organizations largely implies an “either-or” substitution
logic, as opposed to the complementarity logic implied in the more recent view of control …

We investigate the efficacy of organizational control interactions in contexts with varying
levels of external environmental uncertainty. Specifically, we examine the contingent effect …

Prior studies examining the impact of organizational controls on subsidiaries' strategic
initiatives have to a large extent failed to find a significant direct association between the …

We study strategic change as a visible and substantive action by examining the
circumstances under which firms launch corporate change programs. Drawing on prior …

The significance of strategic initiatives was aptly demonstrated in Nag et al.'s (2007)
article,'What is strategic management, really?'Based upon an inductive consensus analysis …

Companies urgently need effective approaches to manage the implementation process of
sustainability strategies while remaining adaptable in a rapidly changing world. Previous …

Global sustainability challenges and the 2008 financial crisis have increased pressures on
banks to respond to social and environmental issues. Whilst the academic literature on CSR …