Managing I/S Design Teams: A Control Theories Perspective
John C. Henderson, Soonchul Lee
Management Science · 1992 · Volume 38 · Issue 6
Abstract
The control relationship between project managers and team members is a central aspect of the working of any Information System (I/S) design team. This paper combines research on managerial control and team-member control in order to explore a range of control behaviors that can affect the performance of an I/S design team. Measures are developed and validated for managerial control and team-member control from both an outcome and a process perspective. Results from a study of 41 actual I/S design teams indicate that high-performing teams exhibit high process control by managers and high outcome control by team members. The results also support the proposition that both managerial and team-member control coexists and that increases in the total level of control behavior is positively correlated with performance.
Keywords
project management, control, managerial control, software development, team performance
Enable JavaScript for citation tools and additional paper interactions.