There is a need for a greater understanding of the reasons for control in work settings with innovative working behavior. The paper explores the reasons for control in IT departments by using inductive method and a multiple case study design in seven large companies. The investigation of the sources of control needs involved 45 interviews with CIOs/IT managers and their immediate subordinate managers. We find that managers with explicit trusting stance use control mechanisms in problematic situations, when there are complex tasks and under the influence of organizational complexity. For them, control is viewed as a means to provide an overview of results. On the other hand, managers with less inclination toward trust see control as an inevitable part of their management function; control is triggered by their personal traits. This has important implications for the reconciliation of organizational learning and control.