Abstract Ethics, Embodied Ethics: The Strange Marriage of Foucault and Positivism in Labour Process Theory

Wray-Bliss, Edward

doi:10.1177/1350508402009001358

Cited by 33 publications

(52 citation statements)

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“…In this context, resistance may assume more subjective forms such as cynicism, lampooning, humour and satire (Ackroyd and Thompson, 1999; Fleming and Spicer, 2003; Rodriques and Collinson, 1995). The efficacy of these types of resistance is measured in terms of psychic effects and subjective recalcitrance rather than the traditional criteria of radical upheaval (see Alvesson and Willmott, 1992; de Certeau, 1984; Wray‐Bliss, 2002). Having said that, and as Fleming and Sewell (2002) and Ezzamel et al (2001) have pointed out, the significance of resistance at the level of identity and selfhood cannot easily be untangled from the so‐called ‘material’ issues of equity and well‐being (also see Collinson, 1992).…”

Section: Field Studymentioning

confidence: 99%

‘Kindergarten Cop’: Paternalism and Resistance in a High‐Commitment Workplace*

Fleming

2005

J Management Studies

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 This article investigates how organizational paternalism, often considered a traditional and rather archaic management style, is evoked by a culture management programme in order to increase control. Most research assumes that paternalism does successfully capture the subjective commitments of employees because they appreciate the 'caring' and 'nurturing' environment it engenders. Lacking in this literature is a consideration of how and why employees might resist organizational paternalism. An empirical study is presented that suggests some workers resist paternalism because it casts them as irrational children and undermines their dignity. The structure of this resistance is explored in detail and the relationships between paternalism, culture management and HRM examined.

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Section: Field Studymentioning

confidence: 99%

‘Kindergarten Cop’: Paternalism and Resistance in a High‐Commitment Workplace*

Fleming

2005

J Management Studies

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“…The literature is informed by a range of traditions, including labour process theory, poststructuralist or Foucauldian studies, psychoanalytic approaches, emotion theory and so on. A number of recent reviews examine some or all of these perspectives in more detail (Gabriel, 1999; Newton, 1998; Thompson and Ackroyd, 1995; Wilson, 1996; Wray‐Bliss, 2001, 2002). Here it is sufficient to identify broad themes dominating the contemporary critical literature.…”

Section: Contemporary Perspectives On Management Controlmentioning

confidence: 99%

Management Control as an Employee Resource: The Case of Front‐line Service Workers

Rosenthal

2004

J Management Studies

102

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This paper argues that the conception of management control as an employee resource can enhance critical understandings of front-line service work. The argument is developed first through a critique of the contemporary control literature and its prominent worker images of smiling docility and haggard exhaustion. Seeking to encourage accounts more sensitive to the subjectivity and agency of service workers, the paper calls for more research attention to the question of how these employees experience and evaluate management control in relation to their self-defined interests. Analysis of the nature of contemporary service work suggests that one such perceived interest is likely to be interactive control, or the capacity of workers to control and influence those parties with whom they directly interact. Based on a close reading of the emerging empirical literature on services, the article explores various ways in which the bureaucratic, technical and normative regulation designed by management to control service workers is used in turn by workers to further their own control and influence over managers and customers. Copyright Blackwell Publishing Ltd 2004.

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“…This example is far from arbitrary, of course, and is chosen in part for its ability to destabilise one of the readings of Foucault that has come to dominate in organization studies, which draws a sharp dividing line between Foucault on the one hand and those inheritors of a 'Marxist tradition' on the other. But while we stake our distance from this logic of division which has ordered debates in areas as apparently diverse as labour process theory (Knights and Vurdubakis, 1994;Parker, 1999;Thompson and Ackroyd, 1995;Thompson and Smith, 2001;Thompson et al, 2000;O'Doherty and Willmott, 2001a;2001b;Wray-Bliss, 2002) and accounting research (Neimark, 1990; Critical Perspectives on Accounting, 1994;Bryer, 2000a;2000b), we should note that there is little to be gained by the simple disbanding of binaries. Rather, our task will be deconstructive in that our goal is not the destruction of oppositions but a careful reconsideration of their grounding.…”

mentioning

confidence: 96%

Foucault's Inheritance/Inheriting Foucault

Jones

2002

Culture and Organization

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Abstract Ethics, Embodied Ethics: The Strange Marriage of Foucault and Positivism in Labour Process Theory

Cited by 33 publications

References 0 publications

‘Kindergarten Cop’: Paternalism and Resistance in a High‐Commitment Workplace*

‘Kindergarten Cop’: Paternalism and Resistance in a High‐Commitment Workplace*

Management Control as an Employee Resource: The Case of Front‐line Service Workers

Foucault's Inheritance/Inheriting Foucault

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