Organisational control in programme teams: An empirical study in change programme context

The objective of this paper is to identify control mechanisms and control modes in change programme teams. We focused on the control relationships within a programme team consisting of project managers and a programme manager. We investigated four case programmes aiming at an organisational change and including a significant IT component, and identified 23 control mechanisms. The control mechanisms seemed to be complementary rather than substitutes, and the overall level of control in the case programmes varied significantly.