People in suits: a case study of empowerment and control in a non-profit UK organisation

Corduneanu, Roxana and Lebec, Laura (2020) People in suits: a case study of empowerment and control in a non-profit UK organisation. Journal of Public Budgeting, Accounting & Financial Management, 32 (3). pp. 511-528. ISSN 1096-3367

AAM_JPBAFM_2020.pdf - Accepted Version

Download (651kB) | Preview
Official URL:


Drawing on Simons's levers of control (LoC) framework, the primary aim of this study is to advance an understanding of the balance between empowerment and constraint in a non-profit UK organisation. In particular, this study examines the antecedents and manifestations of LoC (im)balance, in relation to employees' level of engagement with the control systems in place.
For this study, 27 semi-structured interviews were conducted with different organisational members, from directors to non-managerial staff, to gain an in-depth appreciation of the main differences between managerial intentions in the design of management control systems (MCS) and employee perceptions regarding the role of such systems.
This research reveals that suppression of interactive systems and internal inconsistencies between different types of controls hinder the balance between empowerment and constraint. This imbalance is then found to have important consequences for employee buy-in, in some cases, defeating the purposes of control.
Research limitations/implications:
This study enhances our understanding of the gap between the design of control systems and the employee perceptions of it in an unusual organisational setting (non-profit and bringing together clinical and non-clinical staff and operations).
The study of MCS and its role in organisations has long been the focus of both academic and practitioner research. Yet, while extant literature focused on management's perspective on MCS, few studies have explored employees' attitudes and behaviours that accompany the implementation of control. What is more, little is known about the specific uses and behavioural outcomes of MCS in the context of non-profit organisations. Drawing on Simons's LoC framework, this paper addresses these gaps in the literature and investigates the balance between control and empowerment of employees in a UK non-profit organisation with significant clinical remit.

Item Type: Article
Uncontrolled Keywords: management control systems, non-profit sector, levers of control, management control balance
Subjects: N100 Business studies
N200 Management studies
Department: Faculties > Business and Law > Newcastle Business School
Depositing User: John Coen
Date Deposited: 05 Aug 2020 15:02
Last Modified: 31 Jul 2021 13:06

Actions (login required)

View Item View Item


Downloads per month over past year

View more statistics