Remote Control: Attitude Monitoring and Informal Control in Distributed Teams

Organizational control, crucial for efficiency and achieving objectives, traditionally focuses on monitoring behavior and outputs (Ouchi's Behavior-Output framework). However, this framework is challenged by the rise of remote work. This research investigates how managerial control changes when physical distance limits direct observation in distributed teams. The study aims to (re)examine the relationship between monitoring and control practices in these remote settings, potentially revealing overlooked control mechanisms and offering implications for both distributed and co-located teams.

The existing organizational control literature is rich but hasn't kept pace with changing organizational relationships. Ouchi's Behavior-Output and Control Systems frameworks remain central, yet they're rooted in a different era. While these frameworks highlight the importance of monitoring behavior and outputs, research shows output controls may not function as expected in distributed teams. This study addresses the gap by examining the relationship between monitoring and control in the context of remote work, specifically distributed teams, where the limited opportunities for observation challenge the established frameworks.

This exploratory study uses a grounded theory approach to inductively develop theory from data collected through semi-structured interviews and online weekly diaries. A non-probabilistic sampling approach targeted managers with at least one remote direct report, excluding short-term project-based teams. Thirty-four managers participated, with 15 also contributing diary entries over eight weeks, documenting instances of organizational control enactment. Interviews (30-80 minutes) covered topics like hiring practices, issue identification, and monitoring practices. Diary participants documented weekly instances of control enactment. The data was analyzed using in vivo codes, analytic memos, and a multi-stage coding process that evolved iteratively, ultimately revealing the emergence of attitude monitoring as a key theme.

The study reveals three primary forms of control monitoring used by managers: input control, output monitoring, and behavior monitoring. Input control focused on selecting remote employees with strong communication skills and prior remote work experience. Output monitoring, while present, was less reliant on traditional quantifiable metrics. Managers expressed a reluctance to solely use metrics to judge performance, instead relying on a more holistic and subjective assessment. Behavior monitoring adapted to the limitations of remote work. Managers tracked communication behaviors, primarily via work-sharing and communication tools, using it to assess work progress and decision-making. Notably, managers also used these communication behaviors to infer attitudes, revealing the emergence of attitude-related monitoring. This involves actively tracking communication frequency, tone, and emoji use to gauge team members' moods and engagement. This attitude monitoring was considered vital to identifying potential problems, acting as a leading indicator of performance issues, team engagement, or understanding of job requirements. Managers noted that while attitude monitoring is important in all work settings, it becomes more salient in distributed teams due to the lack of direct observation.

The findings significantly extend existing organizational control theory by introducing attitude monitoring as a crucial control mechanism. This extends Ouchi's Behavior-Output framework to an Attitude-Behavior-Output model. The research highlights the importance of attitude monitoring, particularly in remote work settings where direct observation of behaviors is limited. The propositions suggest that managers should use a combination of clan control with behavioral and output controls, augmenting this with attitude monitoring to improve remote work management. Failure to monitor attitudes in remote teams might lead to lower performance. Attitude monitoring serves as a leading indicator of potential problems, providing early warnings of issues that might otherwise be missed, contributing to improved outcomes in human relations, adaptability, and overall organizational performance.

This study introduces attitude monitoring as a significant and previously overlooked control mechanism, extending Ouchi's framework. The findings highlight the importance of attitude monitoring, particularly in remote work, and suggest its value as a leading indicator for organizational effectiveness. Future research should explore how task characteristics, culture, technology, and employee perspectives influence attitude monitoring and its impact on outcomes in both remote and co-located settings.

The study's limitations include the non-probabilistic sampling method, potentially limiting the generalizability of findings. The predominantly Anglo-cultural context of the participants might also limit cross-cultural generalizability. The focus on managers' perspectives means employee perspectives on attitude monitoring remain largely unexplored. Future studies should address these limitations through more diverse sampling and a focus on employee experiences.