"Just be yourself!": Towards neo-normative control in organisations?

Employee Relations

Volumn 31, Issue 6, 2009, Pages 569-583

  Fleming, Peter ^a   Sturdy, Andrew ^b  

^a QUEEN MARY UNIVERSITY OF LONDON   (United Kingdom)

^b UNIVERSITY OF WARWICK   (United Kingdom)

Author keywords

Call centres; Employee attitudes; Employee involvement; Equal opportunities; Workplace

Indexed keywords

EID: 70350320438     PISSN: 01425455     EISSN: None     Source Type: Journal    
DOI: 10.1108/01425450910991730     Document Type: Article

References (56)

1. Adler, P. (2001), Market, hierarchy, and trust: the knowledge economy and the future of capitalism, Organization Science, Vol. 2 No. 12, pp. 215-34.
2. Anteby, M. (2008), Identity incentives as an engaging form of control: revisiting leniencies in an aeronautic plant, Organization Science, Vol. 19 No. 2, pp. 202-22.
3. Bain, P. and Taylor, P. (2000), Entrapped by the 'electronic panopticon'? Worker resistance at a call centre, New Technology, Work and Employment, Vol. 15, pp. 2-18.
4. Bains, G. (2007), Meaning Inc: The Blue Print for Business Success in the 21st Century, Profile Books, London.
5. Bendix, R. (1956), Work and Authority in Industry, Harper and Row, New York, NY.
6. Boltanski, L. and Chiapello, E. (2005), The New Spirit of Capitalism, Verso, London.
7. Casey, C. (1995), Work, Self and Society: After Industrialism, Sage Publications, London.
8. Callaghan, G. and Thompson, P. (2001), Edwards re-visited: technical control and call centres, Economic and Industrial Democracy, Vol. 22 No. 13, pp. 13-36.
9. Castilla, E.J. (2005), Social networks and employee performance in a call center, American Journal of Sociology, Vol. 110, pp. 1243-83.
10. Collinson, D. (2002), Managing humour, Journal of Management Studies, Vol. 39 No. 3, pp. 269-88.
11. Courpasson, D. (2006), Soft Constraint: Liberal Organizations and Domination, Copenhagen Business School Press/Liber, Copenhagen.
12. Clair, J.A., Beatty, J.E. and MacLean, T. (2005), Out of sight but not out of mind: managing invisible social identities in the workplace, Academy of Management Review, Vol. 30 No. 1, pp. 78-95.
13. Deal, T. and Key, M. (1998), Celebration at Work: Play, Purpose and Profit at Work, Berrett-Koehler, New York, NY.
14. Edwards, R. (1979), Contested Terrain: The Transformation of the Workplace in the Twentieth Century, Basic Books, New York, NY.
15. Etzioni, A. (1964), Modern Organizations, Prentice-Hall, Englewood Cliffs, NJ.
16. Fierman, J. (1995), Winning ideas from maverick managers, Fortune, 6 February, pp. 40-6.
17. Florida, R. (2004), The Rise of the Creative Class, Pluto Press, North Melbourne.
18. Foster, R. and Kaplan, S. (2001), Creative Destruction: Why Companies That Are Built to Last Underperform the Market - And How to Successfully Transform Them, Currency, New York, NY.
19. Frenkel, S., Korczynski, M., Shire, K. and Tam, M. (1999), On the Front Line, Cornell University Press, New York, NY.
20. Gouldner, A. (1955), Wildcat Strike, Routledge and Kegan Paul, London.
21. Hemsath, D. and Sivasubramania, J. (2001), 301 More Ways to Have Fun at Work, Berrett-Koehler, San Francisco, CA.
22. Hochschild, A.R. (1983), The Managed Heart: Commercialization of Human Feeling, University of California Press, London.
23. Hochschild, A. (1997), The Time Bind: When Work Becomes Home and Home Becomes Work, Metropolitan Books, New York, NY.
24. Illich, I. (1970), De-Schooling Society, Penguin, Harmondsworth.
25. Janssens, M. and Zanoni, P. (2005), Many diversities for many services: theorizing diversity (management) in service companies, Human Relations, Vol. 58 No. 3, pp. 311-40.
26. Jermier, J.M., Slocum, J.W., Fry, L.W. and Gaines, J. (1991), Organizational subcultures in a soft bureaucracy: resistance behind the myth and facade of an official culture, Organization Science, Vol. 2 No. 2, pp. 170-94.
27. Johnson, P. and Gill, J. (1993), Management Control and Organizational Behaviour, Paul Chapman, London.
28. Kane, P. (2004), The Play Ethic: A Manifesto for a Different Way of Living, Macmillan, London.
29. Kanter, R. (1989), When Giants Learn to Dance, Simon and Schuster, New York, NY.
30. Kinnie, N., Hutchinson, S. and Purcell, J. (2000), Fun and surveillance: the paradox of high commitment management in call centres, International Journal of Human Resource Management, Vol. 11 No. 5, pp. 967-85.
31. Kunda, G. (1992), Engineering Culture: Control and Commitment in a High-Tech Corporation, Temple University Press, Philadelphia, PA.
32. Kunda, G. and Ailon-Souday, G. (2005), Managers, markets and ideologies - design and devotion revisited, in Ackroyd, S., Batt, R., Thompson, P. and Tolbert, P.S. (Eds), Oxford Handbook of Work and Organization, Oxford University Press, Oxford.
33. Kunda, G. and Van Maanen, J. (1999), Changing scripts at work: managers and professionals, Annals of the American Academy of Political and Social Science, Vol. 561, pp. 64-80.
34. Mirvis, P.H. (1994), Human development or depersonalization? The company as total community, in Heuberger, F.W. and Nash, L.L. (Eds), A Fatal Embrace? Assessing Holistic Trends in Human Resources Programs, Transaction Books, New Brunswick, NJ.
35. Ogbonna, E. and Wilkinson, B. (1990), Corporate strategy and corporate culture: the view from the checkout, Personnel Review, Vol. 19 No. 4, pp. 9-15.
36. Peters, T. (1992), Liberation Management: Necessary Disorganization for the Nanosecond Nineties, Pan, London.
37. Peters, T. (1994), The Tom Peters Seminar: Crazy Times Call for Crazy Organizations, Macmillan, London.
38. Peters, T. (2003), Re-Imagine! Business Excellence in a Disruptive Age, Dorling Kindersley, London.
39. Peters, T. and Waterman, R.H. (1982), In Search of Excellence, Harper and Row, New York, NY.
40. Pink, D. (2001), Free Agent Nation: How America's New Independent Workers Are Transforming the Way We Live, Warner Business Books, New York, NY.
41. Pusey, M. (2003), The Experience of Middle Australia: The Dark Side of Economic Reform, Cambridge University Press, Cambridge.
42. Ray, C.A. (1986), Corporate culture: the last frontier of control?, Journal of Management Studies, Vol. 23 No. 3, pp. 287-97.
43. Reeves, R. (2001), Happy Mondays: Putting Pleasure Back into Work, Pearson Education, London.
44. Rose, N. (1989), Governing the Soul: The Shaping of the Private Self, Routledge, London.
45. Ross, A. (2004), No-Collar: The Humane Workplace and its Hidden Costs, Temple University Press, Philadelphia, PA.
46. Semler, R. (1993), Maverick! The Success Behind the World's Most Unusual Workplace, Arrow, London.
47. Semler, R. (2004), The Seven-Day Weekend, Penguin, New York, NY.
48. Spradley, J. (1979), The Ethnographic Interview, Rinehart and Winston, New York, NY.
49. Sturdy, A.J., Grugulis, I. and Willmott, H. (2001), Customer Service - Empowerment and Entrapment, Palgrave/Macmillan, Basingstoke.
50. Sunday Times (2005), 100 Best Companies to Work For, Sunday Times, 6 March.
51. Sunday Times (2006), 100 Best Companies to Work For, Sunday Times, 5 March.
52. Sutton, R. (2001), Weird Ideas that Work: 11 1/2 ways to Promote, Manage and Sustain Innovation, Penguin, New York, NY.
53. Van Maanen, J. (Ed.) (1998), Qualitative Studies of Organization, Sage Publications, Thousand Oaks, CA.
54. Webb, J. (2004), Organizations, self-identities and the new economy, Sociology, Vol. 38 No. 4, pp. 719-38.
55. Whyte, W.H. (1956), The Organizational Man, Doubleday, New York, NY.
56. Willmott, H. (1993), Strength is ignorance; slavery is freedom: managing culture in modern organisations, Journal of Management Studies, Vol. 30 No. 4, pp. 515-52.