Abstract
This study investigates the contingency between project type and project control mechanisms for projects done in non-project-based organisations in Asia. Seven case studies were conducted in China and Nepal, where project managers were repeatedly interviewed. An interpretivistic investigation using semi-structured interviews and qualitative analysis was conducted. Four project types (depending on clearness of goals and methods) and their distinct organisational control mechanisms (bureaucratic behaviour, bureaucratic output, clan and self control) were identified, showing a contingency between type of project and control mechanisms employed. Furthermore, the application of control tools within control mechanisms was investigated. Results showed variance across project type. The study results have implications for the staffing of projects, reward systems and the level of authority granted to project managers.
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