Abstract
Behavioral control theory attempts to explain how controllers can ensure controlees work towards controller goals. Prior studies underinvestigate organizational self-control, and produces mixed results. This paper theorizes and elaborates on the construct of organizational self-control, and how controllers can encourage controlees’ organizational self-control. Organizational self-control differs from “personal” self-control in that organizational self-control focuses on getting another individual (e.g., employee) to exert self-control to perform a controller’s task. Consonant with the personal self-control literature, we argue organizational self-control comprises (self) goals, (self) monitoring, and willpower. We further argue organizational self-control is a mediator between external controls (formal and clan control) and controlee performance. While the literature considers external controls’ influence on one’s goal and self-monitoring, it does not consider external controls’ impact on willpower. We demonstrate through a case study in product development that how control is enacted can impact willpower positively, leading to positive control outcomes.
Recommended Citation
Liu, Gloria H.W. and Chua, Cecil E.H., "Investigating Organizational Self-control: A Willpower Perspective" (2016). International Research Workshop on IT Project Management 2016. 16.
https://aisel.aisnet.org/irwitpm2016/16