The use of control in information systems development projects is a common approach. Managers try to influence their employees to work towards reaching organizational goals by doing so. While literature has investigated this topic from numerous perspectives, including antecedents, configuration and also performance effects of the different control modes, control transmission did not receive much attention, especially for internal projects.
Hence, this thesis contributes to this field of research, by examining the control transmission consistency of internal information systems development projects. Further, the effect of this transmission on project performance is observed. The method of analysis used in this study is partial least squares structural equation modeling. By analyzing 83 dyads consisting of answers from project managers and projects team members it is shown, that not all control modes transmit consistently or enhance project performance. The only control mode transmitting consistently and thereby enhancing project performance is outcome control. Within the post hoc analysis, also the consistent transmission of clan control shows project performance enhancing effects. Behavior control and self-control fail to do so.