Remote control: Attitude monitoring and informal control in distributed teams

Surprisingly, organizational control theory predicated on monitoring behavior and/or outputs has rarely been challenged or extended. The rise of remote work offers an important opportunity to (re)examine the underlying relationship between and control. Distributed teams, where members remotely, call into question assumption that rests fundamentally solely outputs. Using interview diary data from managers staff, we examine how managerial controls change when physical distance alters opportunities for direct observation. Findings reveal managers’ strong reliance attitudes, suggesting extension Ouchi’s Behavior-Output framework include attitude monitoring. We discuss theoretical implications and, using this observation, develop propositions guide further development about informal in contemporary organizations, both distributed co-located.