Organization scholars have long acknowledged that control processes are integral to the way in which organizations function. While control theory research spans many decades and draws on several rich traditions, theoretical limitations have kept it from generating consistent and interpretable empirical findings and from reaching consensus concerning the nature of key relationships. This book reveals how we can overcome such problems by synthesising diverse, yet complementary, streams of control research into a theoretical framework and empirical tests that more fully describe how types of control mechanisms (e.g., the use of rules, norms, direct supervision or monitoring) aimed at particular control targets (e.g., input, behavior, output) are applied within particular types of control systems (i.e., market, clan, bureaucracy, integrative). Written by a team of distinguished scholars, this book not only sheds light on the long-neglected phenomenon of organizational control, it also provides important directions for future research.

In recent years, trust has enjoyed increasing interest from a wide range of parties, including organizations, policymakers, and the media. Perennially linked to turbulence and scandals, the damaging and rebuilding of trust is a contemporary concern affecting all areas of society. Comprising six thematic sections, The Routledge Companion to Trust provides a comprehensive survey of trust research. With contributions from international experts, this volume examines the major topics and emerging areas within the field, including essays on the foundations, levels and theories of trust. It also examines trust repair and explores trust in settings such as healthcare, finance, food supply chains, and the internet. The Routledge Companion to Trust is an extensive reference work which will be a vital resource to researchers and practitioners across the fields of management and organizational studies, behavioural economics, psychology, cultural anthropology, political science and sociology.

Introduction and Theoretical Context S. B Sitkin & R. J. Bies / Preface M. G. Yudof // I. Introduction and Theoretical Context // 1. Law and Organizations W. R. Scott / 2. The Legalization of Organizations: A Multi-Theoretical Perspective S. B Sitkin & R. J. Bies // II. Legalistic Procedures // 3. Cops and Auditors: The Rhetoric of Records J. Van Maanen & B. T. Pentland / 4. Contracting Without Contracts: How the Japanese Manage Organizational Transactions M. J. Smitka / 5. Effects of Legal Context on Decision Making Under Ambiguity M. S. Feldman & A. J. Levy // III. Legalistic Criteria in Decision Making // 6. Stigma as a Determinant of Legalization N. L. Roth, S. B Sitkin & A. House / 7. The Threat of Legal Liability and Managerial Decision Making: Regulation of Reproductive Health in the Workplace D. M. Randall & D. D. Baker / 8. Law, Privacy, and Organizations: The Corporate Obsession to Know Versus the Individual Right Not to Be Known M. J. Culnan, H. J. Smith & R. J. Bies / 9. The Changing Legal Environment: A Review and Recommendations for Today's Corporate Directors I. F. Kesner & J. B. Kaufman // IV. Legalistic Rhetoric // 10. Communication Under Conditions of Litigation Risk: A Grounded Theory of Plausible Deniability in the Iran-Contra Affair L. D. Browning & R. Folger / 11. The Consequences of Language: A Metaphorical Look at the Legalization of Organizations R. K. Stutman & L. L. Putnam / 12. Reducing the Litigious Mentality by Increasing Employees' Desire to Communicate Grievances D. L. Shapiro & D. M. Kolb // V. Reflections on the Legalistic Organization // 13. The Costs of Legalization: The Hidden Dangers of Increasingly Formalized Control J. Pfeffer / 14. Litigation Mentality and Organizational Learning C. Argyris / Index ABRIDGED CONTENTS: I. Introduction and Theoretical Context / II. Legalistic Procedures / III. Legalistic Criteria in Decision Making / IV. Legalistic Rhetoric / V. Reflections on the Legalistic Organization CONTRIBUTORS: M. G. Yudof, W. R. Scott, S. B Sitkin, R. J. Bies, J. Van Maanen, B. T. Pentland, M. J. Smitka, M. S. Feldman, A. J. Levy, N. L. Roth, A. House, D. M. Randall, D. D. Baker, M. J. Culnan, H. J. Smith, I. F. Kesner, J. B. Kaufman, L. D. Browning, R. Folger, R. K. Stutman, L. L. Putnam, D. L. Shapiro, D. M. Kolb, J. Pfeffer, C. Argyris

Organization scholars have long acknowledged that control processes are integral to the way in which organizations function. While control theory research spans many decades and draws on several rich traditions, theoretical limitations have kept it from generating consistent and interpretable empirical findings and from reaching consensus concerning the nature of key relationships. This book reveals how we can overcome such problems by synthesising diverse, yet complementary, streams of control research into a theoretical framework and empirical tests that more fully describe how types of control mechanisms (e.g., the use of rules, norms, direct supervision or monitoring) aimed at particular control targets (e.g., input, behavior, output) are applied within particular types of control systems (i.e., market, clan, bureaucracy, integrative). Written by a team of distinguished scholars, this book not only sheds light on the long-neglected phenomenon of organizational control, it also provides important directions for future research.

The success of nearly all public- and private-sector policies hinges on the behavior of individuals, groups, and organizations. Today, such behaviors are better understood than ever, thanks to a growing body of practical behavioral science research. However, policymakers often are unaware of behavioral science findings that may help them craft and execute more effective and efficient policies. The pages of this journal will become a meeting ground: a place where scientists and non-scientists can encounter clearly described behavioral research that can be put into action. By design, the scope of Behavioral Science & Policy is broad, with topics spanning health care, financial decisionmaking, energy and the environment, education and culture, justice and ethics, and work place practices. Contributions will be made by researchers with expertise in psychology, sociology, law, behavioral economics, organization science, decision science, and marketing. The journal is a key offering of the Behavioral Science & Policy Association in partnership with the Brookings Institution. The mission of BSPA is to foster dialog between social scientists, policymakers, and other practitioners in order to promote the application of rigorous empirical behavioral science in ways that serve the public interest. BSPA does not advance a particular agenda or political perspective.

In recent years, trust has enjoyed increasing interest from a wide range of parties, including organizations, policymakers, and the media. Perennially linked to turbulence and scandals, the damaging and rebuilding of trust is a contemporary concern affecting all areas of society. Comprising six thematic sections, The Routledge Companion to Trust provides a comprehensive survey of trust research. With contributions from international experts, this volume examines the major topics and emerging areas within the field, including essays on the foundations, levels and theories of trust. It also examines trust repair and explores trust in settings such as healthcare, finance, food supply chains, and the internet. The Routledge Companion to Trust is an extensive reference work which will be a vital resource to researchers and practitioners across the fields of management and organizational studies, behavioural economics, psychology, cultural anthropology, political science and sociology.

Introduction and Theoretical Context S. B Sitkin & R. J. Bies / Preface M. G. Yudof // I. Introduction and Theoretical Context // 1. Law and Organizations W. R. Scott / 2. The Legalization of Organizations: A Multi-Theoretical Perspective S. B Sitkin & R. J. Bies // II. Legalistic Procedures // 3. Cops and Auditors: The Rhetoric of Records J. Van Maanen & B. T. Pentland / 4. Contracting Without Contracts: How the Japanese Manage Organizational Transactions M. J. Smitka / 5. Effects of Legal Context on Decision Making Under Ambiguity M. S. Feldman & A. J. Levy // III. Legalistic Criteria in Decision Making // 6. Stigma as a Determinant of Legalization N. L. Roth, S. B Sitkin & A. House / 7. The Threat of Legal Liability and Managerial Decision Making: Regulation of Reproductive Health in the Workplace D. M. Randall & D. D. Baker / 8. Law, Privacy, and Organizations: The Corporate Obsession to Know Versus the Individual Right Not to Be Known M. J. Culnan, H. J. Smith & R. J. Bies / 9. The Changing Legal Environment: A Review and Recommendations for Today's Corporate Directors I. F. Kesner & J. B. Kaufman // IV. Legalistic Rhetoric // 10. Communication Under Conditions of Litigation Risk: A Grounded Theory of Plausible Deniability in the Iran-Contra Affair L. D. Browning & R. Folger / 11. The Consequences of Language: A Metaphorical Look at the Legalization of Organizations R. K. Stutman & L. L. Putnam / 12. Reducing the Litigious Mentality by Increasing Employees' Desire to Communicate Grievances D. L. Shapiro & D. M. Kolb // V. Reflections on the Legalistic Organization // 13. The Costs of Legalization: The Hidden Dangers of Increasingly Formalized Control J. Pfeffer / 14. Litigation Mentality and Organizational Learning C. Argyris / Index ABRIDGED CONTENTS: I. Introduction and Theoretical Context / II. Legalistic Procedures / III. Legalistic Criteria in Decision Making / IV. Legalistic Rhetoric / V. Reflections on the Legalistic Organization CONTRIBUTORS: M. G. Yudof, W. R. Scott, S. B Sitkin, R. J. Bies, J. Van Maanen, B. T. Pentland, M. J. Smitka, M. S. Feldman, A. J. Levy, N. L. Roth, A. House, D. M. Randall, D. D. Baker, M. J. Culnan, H. J. Smith, I. F. Kesner, J. B. Kaufman, L. D. Browning, R. Folger, R. K. Stutman, L. L. Putnam, D. L. Shapiro, D. M. Kolb, J. Pfeffer, C. Argyris