The effect of management control efforts on
organizational actors’ participation in the strategy
process is investigated. Results from a survey of
sales-driven organizations indicate that self,
professional, activity, and output control systems have
varying effects on participation in strategic activity.
We also found that the influences of control systems on
participation in strategic activity are moderated by
market turbulence. Importantly, a direct relationship is
established between participation in strategic activity
and individual-level selling performance. pdf
