An integrative organizational control model is developed that synthesizes certain contributions of the administrative management school, organizational sociologists, and organizational psychologists.  The nature of the concept of organizational control is first reviewed.  The model is composed of a core control system embedded in the context of organizational structure, organizational culture, and the external environment.  Control is defined as efforts by the firm to increase the likelihood that individuals will act in ways that will result in the achievement of organizational objectives.  Control of work behavior is attained by 4 core control mechanisms: 1.  planning, 2.  measurement, 3. feedback, and 4.  evaluation-reward.  Propositions for each core control mechanism are presented, relating its effect to work behaviors and outcomes.  The way in which the contextual factors operate as control mechanisms on work behavior is examined, and directions for future research are suggested. Together, the model and the propositions constitute the basis for an integrative framework of organizational control.