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• Feldman, S. P. (1989). 'The Broken Wheel: The Inseparability of Autonomy and Control in Innovation Within Organizations'. The Journal of Management Studies 26(2):83-102.

http://proquest.umi.com/pqdweb?did=1177198&Fmt=2&clientId=44986&RQT=309&VName=PQD
It is argued that autonomy and control are inseparable aspects of managerial action, not independent empirical phenomena. Innovation requires the simultaneous regulation of autonomy and control to promote creativity and experimentation and still produce results that can be manufactured, marketed, and institutionalized. An interpretive concept of culture was developed and analyzed the relationship between antonomy and control. This framework was applied to managers and engineers in an electronics company attempting innovation. Four conclusions emerged:

1. Autonomy and innovation always depend on a context of control for their relevance to the organization.
2. General management is needed as a switching station to regulate interaction and set and enforce priorities.
3. A vicious circle that undermines commitment to goals can develop when control and autonomy are not in balance.
4. Innovation requires a highly developed sense of the legitimate possibilities of autonomy in the organization.