Getting Control of Multi-Project Organizations: Combining Contingent Control Mechanisms

In recent years, literature about management control has expanded considerably. However, only a limited number of publications within this area have been devoted to multi-project organizations. This is somewhat a problem given the increasing rise and importance of project-based structures and the role of project management as a significant part in the management control system of the firm. This paper draws on these observations and elaborate on a contingency framework of management control in multi-project organizations. In particular, we aim at investigating the issues in multi-project organizations that call for holistic frameworks of control mechanisms. Relying on a case-study methodology, we cope with how control mechanisms are deployed in MPOs and with the implications of different choices of management control systems on the organizational structure of MPOs.