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Franz Fischer’s dissertation thesis begins with the established claim that individuals should be held accountable only for what they can control. While earlier works accepted the controllability principle without question, later studies justify its application through psychological findings, suggesting that violating this principle negatively impacts motivation and reduces managerial effort. Recently, however, doubts have emerged regarding the principle's significance, with empirical studies indicating its inconsistent application in corporate settings. Consequently, there remains a lack of understanding about how applying or not applying this principle affects managers’ mental models and behaviors. This issue is crucial for management control across organizations of all sizes. Fischer’s thesis contributes to the literature in three significant ways: First, he employs a role theory perspective to explore the cognitive, affective, and behavioral outcomes of applying or not applying the controllability principle in performance evaluations, thereby enriching a field predominantly focused on motivational theories. Second, he presents a new conceptualization and operationalization of the controllability principle, portraying it as a second-order construct. This innovative approach sheds light on the complexities surrounding accountability in management practices.
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The application of the controllability principle and managers' responses, Franz Michael Fischer
- Lingua
- Pubblicato
- 2010
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- (In brossura)
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