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The purpose of this paper is to address the issues raised by hidden conflicts in a charismatic-led organization. The paper investigates the transformation from a management paradigm of quelling conflict artificially through charismatic leadership to a paradigm of negotiation that favors participation, systematicity, the multiplying of innovation sources and synchronization. The research is based on a specific approach to action research aimed at revealing the inherently masked conflictive energy, and contributing to a more sustainable, peaceful and well-performing construct.

The framework is a specific approach to participatory action research that the authors call socio-economic intervention research.

The results of the research support the proposition that while charismatic leadership quells conflict and jeopardizes the sustainability of the organization, socio-economic intervention research can help transform conflicts into cooperation in this type of organization.

The main contributions relate to shedding light on the hazards of denying conflict in charismatic-led organizations, and the importance of systemic negotiation in transforming conflict into cooperation in the Middle Eastern cultural context.

The purpose of this paper is to show that steering overall performance requires not only juxtaposing indicators focused on economic, social and environmental performance but also negotiating the measurement of performance metrics with all the stakeholders.

This is an action-research and intervention-research project aimed at experimenting an integrated and negotiated management control system for overall performance. The choice for the case study is a hospital in the Middle East that practices green management and that has to be self-financed while accepting all patients, even those who cannot pay.

The integration of the three dimensions of overall performance requires involving all stakeholders in the implementation of innovative management control.

The case is a pilot experiment and shows the conditions for an appropriate design of an overall performance management control methodology. However, further experiments should be carried out to shed light on the factors that form invariants regarding integrated performance log-books.

The study design is that of a management control methodology that enables the short- and long-run economic impacts of social and environmental performance.

The action-research process has proved to be a learning experience for the hospital and both internal and external stakeholders. However, replicability remains to be proven through experimenting the method in various settings.

This paper shows the need for negotiation of overall performance with all stakeholders to design and implement an appropriate participative approach to management control.