The control of information systems (IS) projects is important for organizations seeking to realize the value-creating capabilities of information technology (IT). However, their achievement has proven complex and has triggered research on the unique challenges related to IS project control. The existing research focuses primarily on the contextual antecedents and performance effects of control-mode choices but largely neglects the dynamics of control activi-

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This paper investigates the dynamic interplay between control activities, emotions, and controlee resistance behaviors. It found that although instances of control related negative emotions did not necessarily translate into resistance, in the case of a shift in control styles over time, these negative emotions were associated with resistance behaviors.