Control and commitment in corporate travel management

Abstract

This paper examines the practice of corporate travel management, using an analytical distinction between managerial strategies based on control versus commitment. Control-oriented strategies use formal rules, surveillance and sanctions, whereas commitment-oriented strategies encourage employee involvement, responsibility and self-control. The study draws on interviews with travel managers and analysis of travel policy documents. Elements of both control- and commitment-based management were identified at all stages of the business travel process – when a decision to travel was taken, when travel and accommodation were booked, and after the trip – but to varying extents in different organizations. The balance between control and commitment was influenced by both internal and external factors. With regard to internal factors, organizational hierarchies and the professional status of both travel managers and travelers played an important role. Senior management support and corporate culture also had an impact. External factors were mainly related to the business travel market. The ‘hybrid’ character of this market, the pricing and marketing strategies of important suppliers, and the services provided by major business travel agencies often promoted control-oriented travel management. The study may inspire travel managers to reflect on and refine their concrete managerial practices as well as their broader management strategies.