Sep 1, 1997
Journal name not available for this finding
This article presents an analysis of control configurations observed in dynamic and stable strategic networks, using an organisational control concept derived from Ouchi. Case studies of control arrangements are reported in two dynamic and two stable networks. Results show the dynamic networks to have developed market oriented controls while stable networks reveal more diverse influences on control. One of the stable networks has bureaucratically driven control reflecting a structural imbalance, while the other has a more improvisatory character driven by clan influence.