Managing Multiple Organizational Goals in Turbulent Environments: Organizational Control, Goal Polychronicity and Performance Impact

Preface I
Preface II
Contents
1 Introduction
	1.1 Motivation
	1.2 Research Questions
		1.2.1 Organizational Controls as Antecedents of Goal Polychronicity
		1.2.2 Goal Polychronicity and Organizational Performance
	1.3 Theoretical Framework
	1.4 Data and Methods
	1.5 Contribution and Implications
		1.5.1 Theoretical Contribution and Implications
		1.5.2 Practical Implications
	1.6 Organization of Book
	References
2 Literature Review
	2.1 Organizational Goals Literature
		2.1.1 Research Background on Organizational Goals
		2.1.2 Theoretical Frameworks for Organizational Goals
		2.1.3 Organizational Goals and Attention
		2.1.4 Multiple Goals
		2.1.5 Approaches for Attending to Multiple Goals
		2.1.6 Multiple Goals: Goal Polychronicity as a Central Construct
		2.1.7 Research Summary Regarding Organizational Goals
	2.2 Organizational Control Literature
		2.2.1 Control-Types Literature Stream
		2.2.2 Efficiency–flexibility Literature Stream
		2.2.3 Other Related Research Streams of Organizational Control
		2.2.4 Traditional Constructs of Organizational Control
		2.2.5 Enactment of Organizational Controls
		2.2.6 Research Summary Regarding Organizational Control
	2.3 Commentary on Motivation Within Goals and Controls
		2.3.1 Individual Level Goal Setting Theory
		2.3.2 Self-determination Theory (SDT)
	2.4 Environmental Turbulence Literature
		2.4.1 Defining Environmental Turbulence
		2.4.2 Sources of Environmental Turbulence
		2.4.3 Environmental Turbulence and Organizational Performance
		2.4.4 Research Summary Regarding Environmental Turbulence
	2.5 Summary
	References
3 Theory and Hypotheses for Model 1—Antecedents of Goal Polychronicity
	3.1 Organizational Controls as Antecedents of Goal Polychronicity
		3.1.1 Control Formalization and Goal Polychronicity
		3.1.2 Control Flexibility and Goal Polychronicity
		3.1.3 Interaction of Control Formalization and Flexibility on Goal Polychronicity
	3.2 Summary
	References
4 Theory and Hypotheses for Model 2—Performance Impact of Goal Polychronicity
	4.1 Performance Impact of Goal Polychronicity
		4.1.1 Goal Polychronicity and Organizational Performance
		4.1.2 Moderation Effect of Control Formalization
		4.1.3 Moderation Effect of Environmental Turbulence
	4.2 Summary
	References
5 Empirical Context, Methods and Data—Interviews
	5.1 Interview Sample and Data Collection
	5.2 Insights and Reflections from Top Managers Interviewed
		5.2.1 Organizational Goal Setting
		5.2.2 Goal Polychronicity (Multiple Goals) Both High and Low Levels
		5.2.3 Management of Multiple Goals
		5.2.4 Environmental Turbulence Both High and Low Levels
		5.2.5 Contingencies Shaping the Management of Multiple Goals
		5.2.6 Additional Observations
	5.3 Summary
	References
6 Empirical Context, Methods and Data—Survey
	6.1 Survey Sample and Data Collection
	6.2 Measures
		6.2.1 Dependent Variables
		6.2.2 Independent Variables
		6.2.3 Control Variables
	6.3 Goal Polychronicity and Multiple Goals
	6.4 Summary
	References
7 Analysis and Results for Model 1
	7.1 Data Assessment
	7.2 Hypothesis Tests
	7.3 Robustness Checks
	7.4 Summary
	References
8 Analysis and Results for Model 2
	8.1 Data Assessment
	8.2 Hypothesis Tests
	8.3 Robustness Checks
	8.4 Summary
	References
9 Discussion
	9.1 Model 1: Organizational Controls as Antecedents of Goal Polychronicity
	9.2 Model 2: Performance Impact of Goal Polychronicity
	References
10 Limitations and Future Research Directions
	10.1 Limitations
	10.2 Future Research Directions
	10.3 Future Research—A Proposal for Convergence
	10.4 Summary
	References
11 Summary and Conclusions
	11.1 Major Conclusions
	11.2 Summary
	References
Appendix A Interview Questions
A.1 Questions for Semi-Structured Interviews in China
A.1.1 Questions for Semi-Structured Interviews in China (2014)
A.1.2 Questions for Semi-Structured Interviews in China (2019)
A.2 Questions for Semi-Structured Interviews in Australia
A.3 Questions for Semi-Structured Interviews in Israel
Appendix B Managerial Report Based on Interviews in Australia (2014)
B.1 Executive Summary
B.2 Project Overview
B.3 Interview Synopsis
B.4 Key Observations
B.4.1 When Setting Goals Consider Credibility with Important Audiences
B.4.2 Goals Can Be Set Through a Self-Balancing Process
B.4.3 In More Turbulent Environments Goals Are More Important but Less Sticky
B.4.4 Leadership is a Critical Variable in Goal Setting
B.4.5 Organisations Have Multiple Goals that Often Interact
B.4.6 Strategic Intent is More Important as Time Horizons Shift
B.4.7 Additional Interesting Observations Regarding Goal Setting
B.4.8 Big Questions Needing Further Empirical Investigation
B.5 Overall Result of Interviews: A Proposed Process Model
B.6 Implications for Managers
B.7 Summary
Appendix C Managerial Report Based on Cross-country Survey (2016)
C.1 Executive Summary
C.2 Project Overview
C.3 Key Observations
C.3.1 Planning
C.3.2 Goals
C.3.3 Strategy
C.3.4 Management
C.3.5 Performance Outcomes
C.3.6 Business Environment
C.3.7 Organisational and Process Factors
C.4 Preliminary In-depth Example
C.5 Summary