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Balancing and Rebalancing in the Creation and Evolution of Organizational Control

Organization science (Providence, R.I.), 2004-07, Vol.15 (4), p.411-431

2004

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To control and build trust: How managers use organizational controls and trust-building activities to motivate subordinate cooperation

Accounting, organizations and society, 2018-10, Vol.70, p.69-91

Long, Chris P.

2018

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FAIRNESS MONITORING: LINKING MANAGERIAL CONTROLS AND FAIRNESS JUDGMENTS IN ORGANIZATIONS

Academy of Management journal, 2011-10, Vol.54 (5), p.1045-1068

2011

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DELAYING CHANGE: EXAMINING HOW INDUSTRY AND MANAGERIAL TURBULENCE IMPACT STRUCTURAL REALIGNMENT

Academy of Management journal, 2016-06, Vol.59 (3), p.791-817

2016

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Mapping the Main Roads to Fairness: Examining the Managerial Context of Fairness Promotion

Journal of business ethics, 2016-09, Vol.137 (4), p.757-783

Long, Chris P.

2016

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Dissolving the paradox: toward a Yin–Yang perspective on the power and trust antagonism in collaborative business relationships

Supply chain management, 2018-11, Vol.23 (6), p.573-590

2018

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Cultivating Follower Trust: Are All Leader Behaviors Equally Influential?

Organization studies, 2014-12, Vol.35 (12), p.1867-1892

2014

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Promoting fairness in the face of conflict: the moderating effect of social control

Leadership & organization development journal, 2016-07, Vol.37 (5), p.593-608

Long, Chris P

2016

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Assessing the Control Literature: Looking Back and Looking Forward

Annual review of organizational psychology and organizational behavior, 2020-01, Vol.7 (1), p.339-368

2020

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The Influence of Combat Experience on Psychologically Healthy Soldiers' Attentiveness to Environmental Threats

Military medicine, 2017-07, Vol.182 (7), p.e1787-e1793

2017

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How Managers Direct Subordinates Using Applications Of Controls And Demonstrations Of Their Trustworthiness

Journal of applied business research, 2015-09, Vol.31 (5), p.1645

Long, Chris P.

2015

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The Coevolution of New Organizational Forms

Organization science (Providence, R.I.), 1999-09, Vol.10 (5), p.535-550

1999

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Control–Trust Dynamics in Organizations: Identifying Shared Perspectives and Charting Conceptual Fault Lines

The Academy of Management annals, 2018-06, Vol.12 (2), p.725-751

2018

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How controls influence organizational information processing: insights from a computational modeling investigation

Computational and mathematical organization theory, 2015-12, Vol.21 (4), p.406-436

2015

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The Genesis of Control Configurations during Organizational Founding

Organization Design, 2019, Vol.40, p.83-114

2019

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Contradictions that erode institutional trust & opportunities for addressing them

Behavioral science & policy, 2023-10, Vol.9 (2), p.1-6

2023

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Trust in the Balance: How Managers Integrate Trust-Building and Task Control

Handbook of Trust Research, 2006

2006

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Examining The Managerial Context of Fairness Promotion

Academy of Management Annual Meeting Proceedings, 2015, Vol.2015 (1), p.18021

Long, Chris P.

2015

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Two Sides of an Important Coin: Outlining the general parameters of control-trust research

The Routledge Companion to Trust, 2018, Vol.1, p.506-521

1, 2018

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How Managers Foster Trust Through Control and Trustworthiness

Academy of Management Annual Meeting Proceedings, 2016, Vol.2016 (1), p.15702

2016

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"Through the Eyes of the Manager: Managing Authority Using Control, Trust, and Fairness"

Academy of Management Annual Meeting Proceedings, 2014, Vol.2014 (1), p.16230

2014

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Control to cooperation: examining the role of managerial authority in portfolios of managerial actions

Organizational Control, 2010, p.365-395

Long, Chris P.

2010

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How Managers Build Trust Through Their Control Applications

Academy of Management Annual Meeting Proceedings, 2015, Vol.2015 (1), p.17814

2015

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Three Controls are Better than One: A Computational Model of Complex Control Systems

Computational and mathematical organization theory, 2002-10, Vol.8 (3), p.197-220

2002

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How Managers’ Trust and Control Activities Influence Subordinates’ Perceptions

Academy of Management Annual Meeting Proceedings, 2012, Vol.2012 (1), p.16760

2012

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Balancing and Rebalancing in the Creation and Evolution of Organizational Control

To control and build trust: How managers use organizational controls and trust-building activities to motivate subordinate cooperation

FAIRNESS MONITORING: LINKING MANAGERIAL CONTROLS AND FAIRNESS JUDGMENTS IN ORGANIZATIONS

DELAYING CHANGE: EXAMINING HOW INDUSTRY AND MANAGERIAL TURBULENCE IMPACT STRUCTURAL REALIGNMENT

Mapping the Main Roads to Fairness: Examining the Managerial Context of Fairness Promotion

Dissolving the paradox: toward a Yin–Yang perspective on the power and trust antagonism in collaborative business relationships

Cultivating Follower Trust: Are All Leader Behaviors Equally Influential?

Promoting fairness in the face of conflict: the moderating effect of social control

Assessing the Control Literature: Looking Back and Looking Forward

The Influence of Combat Experience on Psychologically Healthy Soldiers' Attentiveness to Environmental Threats

How Managers Direct Subordinates Using Applications Of Controls And Demonstrations Of Their Trustworthiness

The Coevolution of New Organizational Forms

Control–Trust Dynamics in Organizations: Identifying Shared Perspectives and Charting Conceptual Fault Lines

How controls influence organizational information processing: insights from a computational modeling investigation

The Genesis of Control Configurations during Organizational Founding

Contradictions that erode institutional trust & opportunities for addressing them

Trust in the Balance: How Managers Integrate Trust-Building and Task Control

Examining The Managerial Context of Fairness Promotion

Two Sides of an Important Coin: Outlining the general parameters of control-trust research

How Managers Foster Trust Through Control and Trustworthiness

"Through the Eyes of the Manager: Managing Authority Using Control, Trust, and Fairness"

Control to cooperation: examining the role of managerial authority in portfolios of managerial actions

How Managers Build Trust Through Their Control Applications

Three Controls are Better than One: A Computational Model of Complex Control Systems

How Managers’ Trust and Control Activities Influence Subordinates’ Perceptions

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