This paper provides a framework that describes the role organisational control can play in user acceptance of an information technology (IT). Using the case study approach, we adopted the “soft positivism” research philosophy, to investigate the development and acceptance of an IT from the outcome control perspective. Our framework highlights how outcome control mechanisms exercised during the development and acceptance/usage stages of an IT respectively. The framework also helps indicate that outcome control, which is conceptualised in the literature as deliberate and forceful in nature, could also, unlike behaviour control, be exercised in measures that do not need to coerce or be forceful. By adopting a control perspective on IT development and acceptance/usage, the framework can inform how senior management can influence the achievement of user acceptance of an IT after members’ resistance had occurred.