New Organizational Forms, Controls, and Institutions; Contents; List of Figures; List of Tables; 1 Introduction; Introduction; Collective Learning and the Emergence of Institutions; Self-Managing Teams, Regulation and Self-Regulation; Generative Learning as a Defining Characteristic of a Learning Organization; Challenges with a Decentered Regulation of Self-Managing Teams' Generative-Learning Conduct; Book Structure; References; 2 Institutions and Organizations: The Role of Institutional Actors; Introduction; Institutions and Organizations: Roles; Actors: Formal and Informal Institutions

The Role of Institutional Actors for New OrganizationsInstitutional Change and Organizational Change; Conclusion; References; 3 External Institutional Pressures; Introduction; The Institutional Environment; Organizational Field, Legitimation Mechanisms, and Isomorphic Processes; Problems and Ordering Mechanisms; Institutional-Based View; Conclusion; References; 4 New Organizational Forms; Introduction; Overview on New Organizational Forms; Characteristics of Self-Managing Teams; Self-Managing Teams in the New Institutional Context; Characteristics of Self-Managed Team-Based Organizations

Individuals Within Self-Managing TeamsAgile Software Development Methodologies: Instantiation of New Organizational Forms; Why Organizations Embrace Agile Software Development Methodologies; A Description of Agile Adoption; Conclusion; References; 5 Institutions and the Role of Organizational Controls; Introduction; Institutional Logics and Broader Belief Systems; Teams and Pressures for Legitimacy and Support from Stakeholder and Managers; Conclusion; References; 6 Linking Organizational Controls and Organizational Learning: Theory; Different Types of Organizational Learning

Organizational Control Systems and Organizational LearningGenerative Learning and Organizational Control Systems; Organizational Control Systems that Enable Generative Learning; The Relevance of Social Identity as a Form of Control; Impact of Self-Regulation Under the Perspective of Social Learning Theory; Relevant Research Gaps; Conclusion; References; 7 Linking Organizational Controls and Organizational Learning: Research Approach and Methodology; Epistemological and Ontological Positions; Overall Research Design; Research Methods; Research Studies; Study 1: Multiple Case Studies

Data CollectionData Analysis; Study 2: The Abductive Approach; Data Collection; Data Analysis; Study 3: Multilevel Survey; Data Collection; Operationalization of Variables; Methodological Quality Assessment; Construct Validity; Internal Validity; External Validity; Reliability; Methodological Considerations and Limitations; References; 8 Linking Organizational Controls and Organizational Learning: Evidences; Introduction; Mapping the System of Self-Regulation in Self-Managing Teams; Team Learning Processes; Motivating Team Members to Learn: The Role of Team Norms; Main Findings