See the following articles:

- Pappas, James M.; Flaherty, Karen E.; Hunt, C. Shane, "The Joint Influence of Control Strategies and Market Turbulence on Strategic Performance in Sales-Driven Organizations", Journal of Behavioral & Applied Management . Jan. 2007.

(http://www.ibam.com/pubs/jbam/articles/vol8/no2/JBAM_8_2_4.pdf)

Hope this could help.

Thank you Mahmoud

Suraj Francis Noronha,

try with the search on Google Scholar. You can set your key words and other parameters for searching - it is worthwhile to try. For example:

https://scholar.google.com/scholar?hl=en&q=Organisational+Control+Strategies+AND+Performance+Management&btnG=&as_sdt=1%2C5&as_sdtp=

I have also found the following books useful:

[1] Richard A Swanson (2007) Analysis for Improving Performance: Tools for Diagnosing Organizations and Documenting Workplace Expertise, 2nd Edition. Berrett-Koehler Publishers. San Francisco, CA, USA.

[2] Michael West (2013) Return On Process (ROP): Getting Real Performance Results from Process Improvement. CRC Press. Boca Raton, FL, USA.

Good luck.

Zeljko

In the process of strategic management, for assessing the strategy implementation, strategic control is a key function, which includes performance measurement in key result areas and assessment of critical success factors. Once the critical success factors are identified, the performance management  system is required to be worked out and communicated to the employees. Control strategies will have direct impact on performance management. Organizational management must build up mutual trust through transparency in communication, value based and ethical decision making for the success of performance management system.

The question may need to be revised as the idea of *organizational control* is firmly based within *first order cybernetics*. Considering that first order cybernetics has been seriously criticized (disqualified and abandoned) by many within the discipline of cybernetics and systems science - it may be useful to reflect over what the weaknesses within thinking practices based in first order cybernetics by exploring the area from a second order cybernetics point of view.

Especially considering that the majority of scholars today would argue that both organizations and their environment are *complex*. And that it is beneficial to look at organizations as complex systems with multiple changing boundaries based on perspectives. Organizations are *not* objectively identifiable mechanistic artefacts.

I think that you should first define clearly the meaning of "performance" you are looking for. There is no absolute or general "performance" but only context defined performances. Also, it is important to identify an adequate metric to measure performance. Then, you can look for the correlation between the function of control and the performance in terms of outcomes, for a given context and a well-defined metric.

You may find of interest the following book:

Davenport, Th.H., & Harris, J.G. (2007). Competing on analytics. The new science of winning. Boston, MA: Harvard Business School Press.

Wishing you good luck!