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- Alvesson, Mats, et al.
(författare)
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Interfaces of control. Technocratic and socio-ideological control in a global management consultancy firm
- 2004
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Ingår i: Accounting, Organizations and Society. - 0361-3682. ; 29:3-4, s. 423-444
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Tidskriftsartikel (refereegranskat)abstract
- This paper investigates a variety of forms of management control in a large management consultancy company. The very high level of compliance with corporate objectives among employees is highlighted and singled out as a phenomenon worth exploring. The company exhibits a rich variety of various formal control devices focusing on financial issues as well as human resources. The paper shows that these do not fully work according to intention and that their control effects do not comply that well with the bureaucratic- technocratic logic they rest upon. Technocratic control systems are instead identified as non-obvious sources of socio-ideological control. The paper emphasizes the interface between different forms of control and argues for a more symbolic, meaning-focusing view on bureaucratic and output measurement control. (C) 2003 Published by Elsevier Ltd.
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- Kärreman, Dan, et al.
(författare)
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Cages in tandem: Management control, social identity, and identification in a knowledge-intensive firm
- 2004
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Ingår i: Organization. - : SAGE Publications. - 1350-5084 .- 1461-7323. ; 11:1, s. 149-175
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Tidskriftsartikel (refereegranskat)abstract
- Developments in organization studies downplay the role of bureaucracy in favour of more flexible arrangements and forms of organizational control, including socio-ideological control. Corporate culture and regulated social identities are assumed to provide means for the integration and orchestration of work. Knowledge-intensive firms, which typically draw heavily upon socio-ideological modes of control, are often singled out as organizational forms that use social identity and the corporatization of the self as a mode for managerial control. In this article we explore and discuss social identity and identification in a large IT/management consultancy firm with a strong presence of socio-ideological or normative control, but also with strong bureaucratic features. Structural forms of control-formal HRM procedures and performance pressures are considered in relation to socio-ideological control. We identify organizational and individual consequences of identification in a context of social, structural, and cultural 'closures' and contradictions, including the tendency to create an 'iron cage of subjectivity'.
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