Ambivalence and resistance: A study of management in a concertive control system

Communication Monographs

Volumn 72, Issue 1, 2005, Pages 1-21

  Larson, Gregory S ^a   Tompkins, Phillip K ^b  

^a UNIVERSITY OF MONTANA   (United States)

^b UNIVERSITY OF COLORADO   (United States)

Author keywords

Concertive Control; Identification; Identity; Resistance

Indexed keywords

EID: 27944450270     PISSN: 03637751     EISSN: 14795787     Source Type: Journal    
DOI: 10.1080/0363775052000342508     Document Type: Article

References (74)

1. Ashcraft, K. L., & Kedrowicz, A. (2002). Self-direction or social support? Nonprofit empowerment and the tacit employment contract of organizational communication studies. Communication Monographs, 69, 88-110.
2. Barker, J. R. (1993). Tightening the iron cage: Concertive control in self-managing teams. Administrative Science Quarterly, 38, 408-437.
3. Barker, J. R. (1999). The discipline of teamwork. Thousand Oaks, CA: Sage.
4. Barker, J. R., Melville, C. W., & Packanowsky, M. E. (1993). Self-directed teams at Xel: Changes in communication practices during a program of cultural transformation. Journal of Applied Communication, 21, 297-312.
5. Barker, J. R., & Tompkins, P. K. (1994). Identification in the self-managing organization: Characteristics of target and tenure. Human Communication Research, 21, 223-240.
6. Barley, S. R., & Kunda, G. (1992). Design and devotion: Surges of rational and normative ideologies of control in managerial discourse. Administrative Science Quarterly, 37, 363-399.
7. Borenstein, S. (1999, December 7). Space experts blast NASA's policies in wake of failures. Duluth News-Tribune, pp. 1A, 7A.
8. Braverman, H. (1974). Labor and monopoly capital: The degradation of work in the twentieth century. New York: Monthly Review Press.
9. Bullis, C. (1991). Communication practices as unobtrusive control: An observational study. Communication Studies, 42, 254-271.
10. Bullis, C. (1993). Organizational values and control. In C. Conrad (Ed.), The ethical nexus: Communication, values and organization decisions (pp. 75-102). Norwood, NJ: Ablex.
11. Bullis, C., & Tompkins, P. K. (1989). The forest ranger revisited: A study of control practices and identification. Communication Monographs, 56, 287-306.
12. Charmaz, K. (2000). Grounded theory: Objectivist and constructivist methods. In N. Denzin, & Y. Lincoln (Eds.), Handbook of qualitative research (2nd ed., pp. 509-535). Thousand Oaks, CA: Sage.
13. Chatman, J. A. (1991). Matching people and organizations: Selection and socialization in public accounting firms. Administrative Science Quarterly, 36, 459-484.
14. Cheney, G. (1983). On the various and changing meanings of organizational membership: A field study of organizational identification. Communication Monographs, 50, 342-362.
15. Cheney, G. (1991). Rhetoric in an organizational society: Managing multiple identities. Columbia, SC: University of South Carolina Press.
16. Cheney, G. (1999). Values at work: Employee participation meets market pressure at Mondragón. Ithaca, NY: Cornell University Press.
17. Clegg, S. R. (1989). Radical revisions: Power, discipline and organizations. Organization Studies, 10, 97-115.
18. Cohen, L., & Musson, G. (2000). Entrepreneurial identities: Reflections from two case studies. Organization, 7, 31-48.
19. Collins, J., & Porras, J. (1994). Built to last: Successful habits of visionary companies. New York: Harper Collins Publishers.
20. Collinson, D. (1992). Managing the shopfloor: Subjectivity, masculinity and workplace culture. Berlin: Walter de Gruyter.
21. Collinson, D. (1994). Strategies of resistance: Power, knowledge and subjectivity in the workplace. In J. M. Jermier, D. Knights, & W. R. Nord (Eds.), Resistance and power in organizations (pp. 25-68). London: Routledge.
22. Collinson, D. (2003). Identities and insecurities: Selves at work. Organization, 10, 527-547.
23. Davidson, J. O. (1994). The sources and limits of resistance in a privatized utility. In J. M. Jermier, D. Knights, & W. R. Nord (Eds.), Resistance and power in organizations (pp. 69-101). London: Routledge.
24. Deetz, S. (1998). Discursive formations, strategized subordination, and self-surveillance: An empirical case. In A. McKinlay, & K. Starkey (Eds.), Foucault, management and organization theory (pp. 151-172). London: Sage Publications.
25. Deetz, S., & Mumby, D. K. (1990). Power, discourse and the workplace: Reclaiming the critical tradition. In J. Anderson (Ed.), Communication yearbook 13 (pp. 18-47). Newbury Park, CA: Sage.
26. Delbridge, R. (1995). Surviving JIT: Control and resistance in a Japanese transplant. Journal of Management Studies, 32, 803-817.
27. Drucker, P. F. (1994, November). The age of social transformation. The Atlantic Monthly, 53-80.
28. Du Gay, P., & Salaman, G. (1992). The cult(ure) of the customer. Journal of Management Studies, 29, 615-633.
29. Du Gay, S., Salaman, G., & Rees, B. (1996). The conduct of management and the management of conduct: Contemporary managerial discourse and the constitution of the "competent" manager. Journal of Management Studies, 33, 263-282.
30. Edwards, R. (1979). Contested terrain: The transformation of the workplace in the twentieth century. New York: Basic Books.
31. Egri, C. P. (1994). Working with nature: Organic farming and other forms of resistance to industrialized agriculture. In J. M. Jermier, D. Knights, & W. R. Nord (Eds.), Resistance and power in organizations (pp. 128-166). London: Routledge.
32. Ehrenreich, B. (2001). Nickel and dimed: On (not) getting by in America. New York: Henry Holt.
33. Ezzamel, M., & Willmott, H. (1998). Accounting for teamwork: A critical study of group-based systems of organizational control. Administrative Science Quarterly, 43, 358-396.
34. Ezzamel, M., Willmott, H., & Worthington, F. (2001). Power, control and resistance in "The factory that time forgot". Journal of Management Studies, 38, 1053-1078.
35. Fairhurst, G. T., Green, S., & Courtright, J. (1995). Inertial forces and the implementation of a sociotechnical systems approach: A communication study. Organization Science, 6, 168-185.
36. Ferraris, C. R., Carveth, R., & Parrish-Sprowl, J. (1993). Interface Precision Benchworks: A case study in organizational identification. Journal of Applied Communication Research, 21, 343-357.
37. Giddens, A. (1984). The constitution of society: Outline of the theory of structuration. Cambridge, UK: Polity Press.
38. Glaser, B. G., & Strauss, A. L. (1967). The discovery of grounded theory: Strategies for qualitative research. Chicago: Aldine.
39. Granovetter, M. S. (1976). Network sampling: Some first steps. American Journal of Sociology, 81, 1287-1303.
40. Holmer-Nadesan, M. (1996). Organizational identity and space of action. Organization Studies, 17, 49-81.
41. Jackall, R. (1988). Moral mazes: The world of corporate managers. New York: Oxford University.
42. Kaplan, R., & Norton, D. (1996). The balanced scorecard: Translating strategy into action. Cambridge, MA: Harvard Business School Press.
43. Knights, D., & Willmott, H. (1985). Power and identity in theory and practice. The Sociological Review, 33, 22-46.
44. Kondo, D. (1990). Crafting selves: Power, discourse and identity in a Japanese factory. Chicago: University of Chicago Press.
45. Kunda, G. (1992). Engineering culture: Control and commitment in a high-tech corporation. Philadelphia: Temple University Press.
46. LaNuez, D., & Jermier, J. M. (1994). Sabotage by managers and technocrats: Neglected patterns of resistance at work. In J. M. Jermier, D. Knights, & W. R. Nord (Eds.), Resistance and power in organizations (pp. 219-251). London: Routledge.
47. Lewin, K. (1951). Field theory in social science: Selected theoretical papers. Westport, CT: Greenwood Press.
48. Lindlof, T. R., & Taylor, B. C. (2002). Qualitative communication research methods. Thousand Oaks, CA: Sage.
49. Meglino, B. M., & Ravlin, E. C. (1998). Individual values in organizations: Concepts, controversies and research. Journal of Management Studies, 24, 351-389.
50. Mumby, D. K. (1997). The problem of hegemony: Rereading Gramsci for organizational communication studies. Western Journal of Communication, 61, 343-375.
51. Papa, M. J., Auwal, M. A., & Singhal, A. (1995). Dialectic of control and emancipation in organizing for social change: A multitheoretic study of the Grameen Bank in Bangladesh. Communication Theory, 5, 189-223.
52. Papa, M. J., Auwal, M. A., & Singhal, A. (1997). Organizing for social change within concertive control systems: Member identification, empowerment, and the masking of discipline. Communication Monographs, 64, 219-249.
53. Perrow, C. (1979). Complex organizations (2nd ed.). Glenview, IL: Scott, Foresman.
54. Peters, T. J., & Waterman, R. H. (1982). In search of excellence: Lessons from America's best-run companies. New York: Warner Books.
55. Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25, 783-794.
56. Rothschild, J., & Miethe, T. D. (1994). Whistleblowing as resistance in modern work organizations: The politics of revealing organizational deception and abuse. In J. M. Jermier, D. Knights, & W. R. Nord (Eds.), Resistance and power in organizations (pp. 252-273). London: Routledge.
57. Sewell, G. (1998). The discipline of teams: The control of team-based industrial work through electronic and peer surveillance. Administrative Science Quarterly, 43, 397-428.
58. Sewell, G., & Wilkinson, B. (1992). Someone to watch over me: Surveillance, discipline and the just-in-time labour process. Sociology, 26, 271-289.
59. Simon, H. (1976). Administrative behavior. New York: Free Press.
60. Smith, R. C., & Eisenberg, E. M. (1987). Conflict at Disneyland: A root-metaphor analysis. Communication Monographs, 54, 367-380.
61. Strauss, A. L., & Corbin, J. (1998). Basics of qualitative research: Techniques and procedures for developing grounded theory. Thousand Oaks, CA: Sage.
62. Thompson, M. M., Zanna, M. P., & Griffin, D. W. (1995). Let's not be indifferent about (attitudinal) ambivalence. In R. Petty, & J. Krosnick (Eds.), Attitude strength: Antecedents and consequences (pp. 361-386). Mahwah, NJ: Lawrence Erlbaum Associates, Inc.
63. Tompkins, P. K. (1977). Management qua communication in rocket research and development. Communication Monographs, 44, 1-26.
64. Tompkins, P. K. (1978). Organizational metamorphosis in space research and development. Communication Monographs, 45, 110-118.
65. Tompkins, P. K. (1993). Organizational communication imperatives: Lessons of the space program. Los Angeles: Roxbury.
66. Tompkins, P. K. (1994). Principles of rigor for assessing evidence in "qualitative" communication research. Western Journal of Communication, 58, 44-50.
67. Tompkins, P. K. (2005). Apollo, Challenger, Columbia: The decline of the space program. Los Angeles: Roxbury.
68. Tompkins, P. K., & Cheney, G. (1983). Account analysis of organizations: Decision making and identification. In L. Putnam, & M. Pacanowsky (Eds.), Communication and organizations: An interpretive approach (pp. 123-146). Beverly Hills, CA: Sage.
69. Tompkins, P. K., & Cheney, G. (1985). Communication and unobtrusive control in contemporary organizations. In R. McPhee, & P. K. Tompkins (Eds.), Organizational communication: Traditional themes and new directions (pp. 179-210). Newbury Park, CA: Sage.
70. Weber, M. (1958). The Protestant ethic and the spirit of capitalism. (Trans. T. Parsons). New York: Charles Scribner.
71. Weick, K., & Sutcliffe, K. (2001). Managing the unexpected: Assuring high performance in an age of complexity. San Francisco: Jossey-Bass.
72. Willis, P. (1977). Learning to labor: How working class kids get working class jobs. New York: Columbia University Press.
73. Willmott, H. (1990). Subjectivity and the dialectics of praxis: Opening up the core of labor process analysis. In D. Knights, & H. Willmott (Eds.), Labour process theory (pp. 336-378). London: Macmillan.
74. Zorn, T. E., Christensen, L. T., & Cheney, G. (1999). Do we really want constant change? San Francisco: Berrett-Koehler Communications.