Drawing on the classification in Chenhall (2003), this
study adopts the concepts of the mechanistic control
(MC) and organic control (OC) forms of project control
mechanisms to represent two opposing forms of control.
Mechanistic project controls rely on formal rules, standardized
operating procedures and routines, whereas organic
project controls are more flexible, responsive, involve
fewer rules and standardized procedures and tend to be
richer in data (Chenhall, 2003). Organic project control
as used here reflects two important characteristics: (i)
informal control reflecting norms of cooperation, communication
and emphasis on getting “things done”, and (ii)
open channels of communication and free flow of information
between project manager and subordinates (Burns
and Stalker, 1961).