Managerial control strategies within the networked organization

Abstract

Identifies and reviews some theoretical developments central to the critical analysis of the use of combined computer‐based systems and quality management applications. While the advocates of these applications propose that the emergent organizational configurations provide employees with the opportunity for participation in decision making, resulting in “empowerment” and the possibility of personal fulfilment, argues that the networked organization may result in a progressive commodification of social relationships which will erode the meaning of true employee participation. Suggests that the combination of networked computer‐based systems and the psychological techniques which underpin the quality management methodologies, rather than replacing the technologies of control identifiable in the principles of scientific management and Fordism, provide an enhanced, more insidious form of technical and cultural control designed to engage the acquiescence of employees in order to maintain the efficiency of the organization.