Management control mechanisms, environmental unpredictability and organizational resilience

A. Frare, Felipe Kopp Leite, A. M. D. Cruz, Lívia Castro D’Avila
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引用次数: 2

Abstract

Abstract This article analyzes the (formal and informal) role of control mechanisms in fostering (proactive and reactive) organizational resilience of financial technology startups (fintechs), considering the moderating effect of environmental unpredictability. First, there is little evidence on formal and informal control mechanisms in the context of organizational resilience. Second, studies on management controls focus on some resilience approaches, however, they do not address resilience from a proactive and reactive perspective. Third, the literature on the effects of environmental unpredictability on contemporary organizations, like the fintechs, is still scarce. On the one hand, new evidence is added to the literature on management control and organizational resilience, the understanding of antecedents of resilience in startups is expanded, and insights are provided on the effects of environmental unpredictability on the alignment of management controls and objects of control. On the other hand, insights are provided on control mechanisms that fintechs can benefit from to building organizational resilience, both to anticipate and prepare and to act and formulate responses in the face of business disruptions and uncertain times. The findings benefit the building and strengthening of resilience in fintechs, which becomes key for these startups to survive and consolidate themselves in the financial market. Data have been collected by survey and analyzed through structural equation modeling. Additional investigation has been conducted via fuzzy-set qualitative comparative analysis. The main results reveal that: (i) formal and informal control mechanisms foster proactive and reactive organizational resilience; (ii) in scenarios of high environmental unpredictability, greater attention given to informal controls results in higher proactive resilience levels; and (iii) there are four (five) organizational configurations that lead fintechs to high proactive (reactive) resilience.
管理控制机制、环境不可预测性与组织弹性
考虑环境不可预测性的调节作用,本文分析了控制机制在促进金融科技创业公司(fintechs)组织弹性(主动和被动)中的作用(正式和非正式)。首先,在组织弹性的背景下,关于正式和非正式控制机制的证据很少。第二,对管理控制的研究集中在一些弹性方法上,然而,它们没有从主动和被动的角度来解决弹性问题。第三,关于环境不可预测性对当代组织(如金融科技公司)影响的文献仍然很少。一方面,为管理控制与组织弹性的研究文献增加了新的证据,拓展了对创业公司弹性的前因的理解,并对环境不可预测性对管理控制与控制对象一致性的影响提供了新的见解。另一方面,对金融科技可以从中受益的控制机制提供了见解,以建立组织弹性,既可以预测和准备,也可以在面对业务中断和不确定时期采取行动并制定响应。这些发现有利于建立和加强金融科技公司的弹性,这是这些初创公司在金融市场上生存和巩固自己的关键。通过调查收集数据,并通过结构方程建模进行分析。通过模糊集定性比较分析进行了进一步的调查。研究结果表明:(1)正式控制机制和非正式控制机制对主动应变和被动应变的组织弹性均有促进作用;(ii)在环境高度不可预测性的情况下,对非正式控制的更多关注导致更高的主动恢复力水平;(iii)有四(五)种组织结构导致金融科技具有高度的主动(反应)弹性。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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