TY - JOUR
AU - Alvesson, Mats
AB - 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 socioideological 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’.
TI - Cages in Tandem: Management Control, Social Identity, and Identification in a                 Knowledge-Intensive Firm
JF - Organization: The Critical Journal of Organization, Theory and Society
DO - 10.1177/1350508404039662
DA - 2004-01-01
UR - https://www.deepdyve.com/lp/sage/cages-in-tandem-management-control-social-identity-and-identification-ZonUo9bjF0
SP - 149
EP - 175
VL - 11
IS - 1
DP - DeepDyve
ER -