The Control Matrix

Matrix structures are allegedly adopted in order to combine dispersed expertise, yet we find that sometimes they are introduced in order to obtain greater control. This sort of control matrix is generally based on audit, it is often limited to a portion of the organization, and its pros and cons should be rather assessed with respect to micromanagement.We approached this issue by means of three empirical investigations. First, we analysed the organization charts of the Forbes 2000 largest companies in the world. Secondly, we distributed a questionnaire to organizational consultants worldwide. Finally, we retrospectively reconstructed the organization charts of three infrastructure planning organizations.We suggest that the control matrix can be an effective second-best solution for low-motivation, multi-stakeholder organizations