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Self-Control Beyond Clans and Culture: A Behavioral Perspective on Internalizing Control

Self-Control Beyond Clans and Culture: A Behavioral Perspective on Internalizing Control

Hannah Möltner, Michèle Morner, Pascal Nevries
Copyright: © 2017 |Pages: 25
ISBN13: 9781522519133|ISBN10: 1522519130|EISBN13: 9781522519140
DOI: 10.4018/978-1-5225-1913-3.ch002
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MLA

Möltner, Hannah, et al. "Self-Control Beyond Clans and Culture: A Behavioral Perspective on Internalizing Control." Organizational Culture and Behavior: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, IGI Global, 2017, pp. 20-44. https://doi.org/10.4018/978-1-5225-1913-3.ch002

APA

Möltner, H., Morner, M., & Nevries, P. (2017). Self-Control Beyond Clans and Culture: A Behavioral Perspective on Internalizing Control. In I. Management Association (Ed.), Organizational Culture and Behavior: Concepts, Methodologies, Tools, and Applications (pp. 20-44). IGI Global. https://doi.org/10.4018/978-1-5225-1913-3.ch002

Chicago

Möltner, Hannah, Michèle Morner, and Pascal Nevries. "Self-Control Beyond Clans and Culture: A Behavioral Perspective on Internalizing Control." In Organizational Culture and Behavior: Concepts, Methodologies, Tools, and Applications, edited by Information Resources Management Association, 20-44. Hershey, PA: IGI Global, 2017. https://doi.org/10.4018/978-1-5225-1913-3.ch002

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Abstract

Modern organizations increasingly depend on employees' cooperation. Clan control has been proposed in the literature as a means of organizing cooperation. This conceptual chapter provides an overview of the origins of clan control in the fields of organizational culture and organizational control. While the literature review shows an existing underdevelopment in terms of how clan control translates into cooperative behavior, it still identifies the internal nature of clan control. Following this characterization, the authors develop a three-step process model of self-control that is initiated by supportive leadership, and translated internally through employees' cognitive and motivational processes into cooperative behavior. Further additive, weakening, and strengthening effects of combining self-control with bureaucratic control and market control are discussed. The model provides practical levers for implementing self-control, and extends existing theory to include its cognitive, motivational, and behavioral processes.

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