Cultural-Ideological Modes of Management Control: A Theory and a Case Study of a Professional Service Company

This chapter argues that traditional conceptualizations of organizational and management control should be complemented by an elaborated theory of cultural control. Current efforts addressing the topic of control have operated with a single, overall concept (such as ideology, clan, or culture) that either covers too broad a territory or focuses only on restricted elements of cultural control forms, thus leading to a risk of neglecting important aspects. A fourfold theory of cultural-ideological modes of control is suggested, based on the concepts of (a) collective, (b) performance-related, (c) ideological, and (d) perceptual control. The chapter argues that these control forms are predominant in complex, decentralized situations, but are likely to have some influence in most organizations. A case study of a computer consultancy company illustrates and refines the theoretical argument. The study also contributes to an understanding of the management and organization of adhocracies and loosely coupled companies.