Work Ethics, Soft Capitalism and the ‘Turn to
                    Life’

Heelas, Paul

doi:10.4135/9781446218440.n5

Cited by 83 publications

(69 citation statements)

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“…First, I review research that has investigated the impact of the media and journalism on corporate life. Second, I analyse the growing importance of mediated communication in corporate management and link it with the rise of 'soft' and 'fast' capitalism (Heelas 2002;Thrift 1998Thrift , 2000Thrift , 2006.…”

Section: Mediatization Of Powermentioning

confidence: 99%

“…I suggest that both the media and capitalism have worked together to bring about the rise of the mediatized CEO. Different media have become instrumental in managing flexible post-Fordist corporations, which need soft manage-ment practices that enhance commitment, motivation, and individual identities as well as team and company cultures (Heelas 2002;Thrift 1998Thrift , 2000Thrift , 2006.…”

Section: Introductionmentioning

confidence: 99%

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Mediatization of Power: Corporate CEOs in Flexible Capitalism

Kantola

2014

Nordicom Review

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The present article analyses the mediatization of corporate power with a special focus on the work of the CEO. A review of the literature on the role of the media in corporate management, especially in the work of corporate leaders, shows how the techniques of power in corporate management have become mediatized. Different media have become increasingly important for the work of corporate leaders. More importantly, media have become tools of power. In flexible and soft capitalism, corporate power is exercised using performative and affective techniques aimed at identity and community formation. Consequently, different media are utilized as tools of corporate management and control. With regard to the mediatization of power, the case of corporate management suggests that one should look into the societal and institutional structures of power rather than into the power of the media.

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Section: Mediatization Of Powermentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Mediatization of Power: Corporate CEOs in Flexible Capitalism

Kantola

2014

Nordicom Review

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“…In this way, this paper has been considered the role played by EB in achieving a sort of homogenization between the individual stakes and the organization ones. As observed by Heelas (2002), work is increasingly conceived as an activity which ought to give the opportunity to explore the inward self. In this perspective, the possibility to use a clear EB may be a useful tool to "help" the workers in exploring their inward self.…”

Section: Eb As a Control Tool: Organizational Implicationsmentioning

confidence: 99%

Employer Branding Management As A Strategic and Organizational Control Tool

2012

CBR

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The issue of employer branding has always had an intrinsic interdisciplinary content, since it builds a bridge for cross-fertilization between different disciplines (strategic marketing, strategic management, and human resources management). This paper presents employer branding as an approach based on effective strategic organizational resources and a precise employer branding management process. In this paper, the target is to define a possible frame in order to interpret employer branding techniques as control and regulation mechanisms. Control in organizations has long been a topic of interest for researchers and practitioners, alike who generally recognize that control mechanisms are needed to ensure that organizations may achieve their goals. It has been carried out a field work on the Italian Aeronautical Meta district, that generates annual revenues equal to EUR 8.7 billion and employees 36,300 people, of whom approximately 10% are employed in the space sector. Through this field work, the intention aim is to understand if and how employer branding may create, enforce, and set up internal and shared meaning and values. In particular, stemming from the empirical research's evidences, this paper tries to conceptualize employer branding as a factor to persuade and influence the way that organizational actors enact in a socially constructed context. In this effort, the aim is to understand how managers may affect meanings, values, goals, and opinions through an effective action on employer branding that can play a crucial role in affecting sense-making processes, meanings, interpretations of the symbolic environment. The paper therefore opens up to new horizons, since it embraces a new application for employer branding, considering it as a modern control system and proposing an innovative approach in managerial control, founded on organizational identity as a key concept in an organizational citizenship's perspective.Keywords: employer branding, organizational control, strategic control IntroductionValentina Della Corte, Gianluigi Mangia, Clelia Cascella, Giuseppina Zamparelli, Andrea Tomo University of Naples "Federico II", Naples, Italy This paper tries to analyze employer branding management as a tool of control, both in strategic and organizational terms. The theme of employer branding has always had an intrinsic interdisciplinary content, since it builds a bridge between the studies of strategic marketing and management and that of human resources management and organizational behaviour. In an era, when brand per se seems to have lost its power and meaning, serious and concrete branding strategies that are just the top of an iceberg of firm's investments on high quality services/products and talented human resources, on the contrary, show to be even possible source of strategic competitive advantage (Della Corte, Mangia, 2010;Della Corte, Mangia, Micera, & Zamparelli, 2011).Employer branding is therefore an approach that based on effective strategic organizational resources and a precise employer bra...

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“…'Soft capitalism' sought to harness interpersonal relationships, cultural bonds alongside informality, emotion and 'creativity' in order to produce economic success (Heelas, 2002;Ray and Sayer, 1999). Nikolas Rose has persuasively traced the slow evolution of this process from the 1970s, when organisations began to become more interested in how an 'emotional, more primitive side of human nature' could be utilised to generate both an increase in workers' self-governance and productivity (Rose, 1999: 114-116).…”

Section: The Corporate Bottom Line: From Fat Cats To Cool Catsmentioning

confidence: 99%

Celebrity CEOs and the Cultural Economy of Tabloid Intimacy

Littler¹

2007

Stardom and Celebrity: A Reader

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Work Ethics, Soft Capitalism and the ‘Turn to Life’

Cited by 83 publications

References 0 publications

Mediatization of Power: Corporate CEOs in Flexible Capitalism

Mediatization of Power: Corporate CEOs in Flexible Capitalism

Employer Branding Management As A Strategic and Organizational Control Tool

Celebrity CEOs and the Cultural Economy of Tabloid Intimacy

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