Technology, work restructuring and the orchestration of a rational narrative in the pursuit of 'management objectives': The political process of plant-level change

Technology Analysis and Strategic Management

Volumn 12, Issue 1, 2000, Pages 39-58

  Dawson, Patrick ^a  

^a UNIVERSITY OF ABERDEEN   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

INDUSTRIAL POLICY; MANAGEMENT PRACTICE; POLITICAL PROCESS; SCIENCE AND TECHNOLOGY;

EID: 0034127583     PISSN: 09537325     EISSN: None     Source Type: Journal    
DOI: 10.1080/095373200107229     Document Type: Article

References (42)

1. P. Dawson, Organizational Change: A Processual Approach (London, Paul Chapman, 1994).
2. J. French & B. Raven, 'The Bases of Social Power', in: M. Metteson & J. Ivancevich (Eds), Management and Organizational Behavior Classics, 5th edn (Boston, MA, Invin, 1993).
3. French & Raven, op. cit., Ref. 2, p. 315.
4. N. Machiavelli, in: Q. Skinner & R. Price (Eds), Machiavelli: The Prince (Cambridge, Cambridge University Press, 1988).
5. F. Murray, 'The Organizational Politics of Information Technology; Studies from the UK Financial Sen-ices Industry', Technology Analysis & Strategic Management, I (30), 1989, pp. 285-297.
6. S. Robbins, Organization Theory: Structure, Design and Applications (Englewood Cliffs, NJ, Prentice-Hall, 1987).
7. B. Wilkinson, The Shop Floor Politics of new Technology (London, Heinemann, 1983).
8. Wilkinson, op. cit., Ref. 7, p. 98.
9. A. Pcttigrew (Ed.), The Management of Strategic Change (Oxford, Basil Blackwell 1987).
10. A. Pettigrew, The Politics of Organizational Decision-Making (London, Tavistock, 1973).
11. M. Alvcsson & H. Willmott, Making Sense of Management: A Critical Introduction (London, Sage, 1996).
12. D. Knights & F. Murray, Managers Divided: Organisation Politics and Information Technology Management (Chichester, John Wiley, 1994).
13. D. Knights & D. McCabe, 'Dreams and Designs on Strategy: A Critical Analysis of TO_M and Management Control', Work, Employment and Society, 12, 3, 1998, pp. 433-456.
14. D. Buchanan & R. Badham, Power, Politics, and Organizational Change: Winning the Turf Game (London, Sage, 1999).
15. Buchanan & Badham, op. cit., Réf. 14, pp. 18 & 157.
16. Ibid.
17. P. Stewart & M. Lucio, 'Renewal and Tradition in the New Politics of Production', in: P. Thompson & C. Warhurst (Eds), Workplaces of the Future (London, MacMillan Business, 1998).
18. D. Collins, Organizational Change: Sociological Perspectives (London, Routledge, 1998).
19. P. Dawson, Technology and Quality: Change in the Workplace (London, International Thomson Business Press, 1996).
20. J. Child, 'Organization Structure, Environment and Performance: The Role of Strategic Choice', Sociology, 6, 1, 1972, pp. 1-22.
21. C. Hinnings, 'Reflections on Processual Research', Scandinavian Journal of Management, 13, 4, 1997, pp. 493-503.
22. P. Dawson, 'In at the Deep End: Conducting Processual Research on Organisational Change', Scandinavian Journal of Management, 13, 4, 1997, pp. 389-405.
23. D. Buchanan, 'The Logic of Political Action: An Experiment with the Epistemology of the Particular', British Journal of Management, 10, 1999, pp. 73-88.
24. P. Dawson, 'From Machine-Centred to Human-Centred Manufacture', International Journal of Human Factors in Manufacturing, 1, 4, 1991, pp. 327-38.
25. D. Buchanan & D. Preston, 'Life in the Cell: Supervision and Teamwork in a "Manufacturing Systems Engineering" Environment', Human Resource Management Journal, 2, 4, 1992, pp. 55-76.
26. J. Voodward, Industrial Organization: Theory and Practice (Oxford, Oxford University Press, 1980).
27. D. Pugh, D. Hickson, D. Hinnings & C. Turner, 'Dimensions of Organization Structure', Administrative Science Quarterly, 13, 1968, pp. 65-105;
28. D. Pugh & D. Hickson, Organizational Structure in its Context: The Aston Programme I (London, Saxon House, 1976).
29. L. Donaldson, In Defence of Organization Theory (Cambridge, Cambridge University Press, 1985);
30. L. Donaldson, For Positivist Organization Theory (London, Sage, 1996);
31. L. Donaldson, 'A Positivist Alternative to the Structure-Action Approach', Organization Studies, 18, 1, 1997, pp. 77-92.
32. T. Pinch & W. Bijker 'The Social Construction of Facts and Artefacts: Or How the Sociology of Science and the Sociology of Technology Might Benefit Each Other', in: W. Bijker, T. Hughes & T. Pinch (Eds), The Social Construction of Technological Systems: j\'ew Directions in the Sociology of History and Technology (Cambridge MA, MIT Press, 1987).
33. W. Bijker, Of Bicycles, Bakelites and Bulbs: Towards a Theory of Soda-Technical Change (Cambridge, MA, MIT Press, 1995).
34. I. McLoughlin, Creative Technological Change. The Shaping of Technology and Organisations (London, Routledgc, 1999).
35. G. Burrcll & G. Morgan, Sociological Paradigms and Organizational Analysis (London, Hcincmann, 1979).
36. W. Orlikowski, 'The Duality of Technolog)-: Rethinking the Concept of Technology in Organizations', Organkation Science, 3, 3, 1992, pp. 398-427.
37. Child, op. cit., Réf. 20.
38. J. Child, 'Strategic Choice in the Analysis of Action, Structure, Organizations and Environment: Retrospect and Prospect', Organization Studies, 18, 1, 1997, p. 70.
39. Dawson, op. cit., Réf. 1.
40. D. Buchanan & J. Storey, 'Role Taking and Role Switching in Organizational Change: The Four Pluralities', in: I. McLoughlin and M. Harris (Eds), Innovation, Organizational Change and Technology (London, International Thomson Business Press, 1997).
41. P. Bacharach & M. Baratz, 'Two Faces of Power', American Political Science Review, 56, 1962, pp. 641-651.
42. D. Preece, Organizations and Technical Change. Strategy, Objectives and Involvement (London, Routledge, 1995).