Strategy or Structure? Capital, Labour and Control

Abstract

The literature on and for management makes increasing use of notions of strategy. Is such an approach compatible with analyses of capitalism as structurally determined? The first part of the paper argues that contradictions within capitalist enterprise both create openings for strategic choice, and entail that no strategy will prove successful. The second part examines, in the context of six distinct managerial functions, the extent to which the control of labour can be regarded as a dominant management strategy.

Conflictividad y politización en la huelga chilena. Un análisis de discurso desde las dirigencias sindicales metropolitanas.

“…En esta relación, el proceso de valorización -mediante el cual el producto del trabajo en tanto valor de uso se convierte en valor de cambio-condiciona el proceso de trabajo, pero no lo determina (De la Garza, 2011b). Es decir, el objetivo lucrativo ulterior de la empresa necesariamente constriñe las posibilidades y potencialidades del trabajo, acotando sus alcances; pero en última instancia, el trabajo permanece indeterminado (Hyman, 1987) dada la imposibilidad de asegurar de manera apriorística una aceptación completa de los objetivos por parte de los trabajadores. Entonces, si el trabajo se encuentra en principio indeterminado, deben mediar necesariamente mecanismos políticos e ideológicos que permitan la alineación del interés de los trabajadores con los fines productivos (Burawoy, 1985;Willmott, 2005).…”

Contradictions at Work: A Critical Review

“…The much cited contradiction between control and consent states that employers have to control their employees while simultaneously requiring their co-operation and goodwill. At the same time, employees depend on their employers for an income but also have an interest in resisting their subordination (e.g., Cressey and MacInnes 1980;Edwards 2003;Hyman 1987). 8 Although this formulation of the problem has a certain dialectical elegance I would argue that it suffers from three major weaknesses.…”

Asian Social Science, Vol. 5, No. 5, May, 2009

“…The special strategies for control and resistance adopted by managers and workers respectively are likely to oscillate between coercion and consent relying upon the specific market conditions (Ramsay 1978;Hyman 1987;Collinson, 1992). The relationship between labour and capital is a contradictory relationship of coexistence of both interdependence and antagonism (Edwards 1987;Littler 1990).…”

“…By doing so, one can address the connections between McDonaldisation and the labour process as well as explore its possible impacts on the workplaces. The main arguments of the labour process theory can be drawn from some important works in this field (i.e Braverman 1998;Thompson 1997;Burawoy 1985;Hyman, 1987;Edwards 1980). The core themes of the labour process theory can be categorised into four aspects: surplus value being generated by the labour process; the logic of accumulation driving capital constantly to revolutionise the production process; the necessity of control; structured antagonism between labour and capital (Thompson 1997: 241-245).…”