Control and emotions: Understanding the dynamics of controllee behaviours in a health care information systems project

Murungi, David M.; Wiener, Martin; Marabelli, Marco

doi:10.1111/isj.12235

Cited by 17 publications

(34 citation statements)

References 53 publications

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“…Second, control styles seem to play an important role in the remission of control portfolios and have a significant impact on ASD project teams. We see two implications in those cases where both characteristics of an enabling control style (i.e., repair and transparency) have been clearly identified: (a) a frequent presence of an enabling control style reduces the likelihood of an authoritative control style, and (b) an enabling control style promotes a shared understanding (communicational congruence) and an increased perceived appropriateness (evaluational congruence) of the controls enacted [34,36]. While (a) can be explained by the fact that both control styles are two endpoints of a continuum [e.g., 1], (b) needs a closer look.…”

Section: Discussionmentioning

confidence: 90%

“…This is especially the case in an ASD context [8]. Accordingly, we follow recent calls [53] for further research on balancing the enactment of control and team autonomy in ASD [3,50], the interplay between different ways of enacting control [34,39,54], and their relationship to team autonomy [10] and team performance [24]. Consequently, the central research question guiding our study is:…”

Section: Introductionmentioning

confidence: 94%

See 1 more Smart Citation

The Impact of Modes, Styles, and Congruence of Control on Agile Teams: Insights from a Multiple Case Study

Dreesen¹,

Diegmann²,

Rosenkranz³

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Agile software development (ASD) strongly relies on social interaction and teamwork. Team processes and agile practices adopted by team members play an important part for the outcome of software development projects. Agile practices promise teams to be able to respond to change by granting them autonomy. Existing studies, however, imply that these projects can benefit from different elements of control. Our objective is to improve our understanding of how to enact control in agile teams and how these control mechanisms influence team autonomy and team performance. In this paper, we present our findings from four case studies conducted within two insurance companies and two software development firms. We found that it is not a question of 'what' controls should be exercised, but rather 'how' controls are implemented in practice. Our results prompt to the need for further studies on control mechanisms in ASD.

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Section: Discussionmentioning

confidence: 90%

Section: Introductionmentioning

confidence: 94%

The Impact of Modes, Styles, and Congruence of Control on Agile Teams: Insights from a Multiple Case Study

Dreesen¹,

Diegmann²,

Rosenkranz³

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

show abstract

“…It is crucial to note that the control modes are not applied in isolation, and a control portfolio (Kirsch, 1997(Kirsch, , 2004Choudhury & Sabherwal, 2003;Soh, Chua, & Singh, 2011;Murungi, Wiener, & Marabelli, 2019) is often used in IS projects. This is usually done to make use of control complementarity (Grabski & Leech, 2007;Srivastava & Tao, 2012) and control ambidexterity (Gregory & Keil, 2014).…”

Section: Dynamic Nature Of Control Portfoliomentioning

confidence: 99%

“…Conversely, as the understanding between the client and the vendor increases, the organisation may decide to employ more trust-based controls (Gregory, Beck, & Keil, 2013). Extending this view, recent studies (Chua & Myres, 2018;Murungi et al, 2019) offer a social perspective that views controls as a negotiated order between parties.…”

Section: Dynamic Nature Of Control Portfoliomentioning

confidence: 99%

The Evolving Nature of Information Systems Controls in Healthcare Organisations

Saxena

McDonagh

2020

AJIS

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Information Systems (IS) projects are found to be complex, unpredictable, and prone to time and cost overruns. Perhaps that is why organisations put a strong focus on IS controls during the planning and execution of such projects.IS control literature in the past has focussed on dyadic control relationships during an outsourced IS development project and relatively little is known about such controls during a complex enterprise systems project. Existing studies usually take a static view of IS controls and do not investigate how controls evolve during different phases of the system lifecycle, as well as across projects. This study presents a processual view of IS controls in the enterprise systems lifecycle in a national blood processing organisation. Traditional research in a blood banking context has focussed on optimising the process of blood collection, inventory management, and distribution with relatively limited attention to the implementation of the supporting information systems. This research focusses on the evolution of control based on a study of three enterprise system implementation projects in the case organisation. The study demonstrates that while all five control modes (input, outcome, behaviour, clan, and self-control) are applied across the phases of enterprise systems projects, the nature and extent of control mechanisms changes across the phases of the enterprise system lifecycle. The findings also suggest a teleological evolution of a project’s control portfolio in which the portfolio evolves based on adaptive learning processes from earlier projects. Finally, by exhibiting the influence of institutional and market context, this study also underlines the multi-stakeholder and contextual nature of enterprise systems implementation and associated controls in health service organisations.

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“…In the fourth paper, David Muringi, Martin Wiener, and Marco Marabelli () address IS project control from a new angle, focusing on the socioemotional dynamics of control activities, and in particular, the linkage between controllers' control styles and controlees' emotions and subsequent behaviours. They draw on longitudinal fieldwork that was conducted within the context of a large‐scale, healthcare IS project.…”

Section: Acknowledgementmentioning

confidence: 99%