1993/09/01 by James R. Barker · 2,262 citations
Business, Management and Accounting · Social Sciences · Decision Sciences · Psychology · Engineering · #Management and Organizational Studies #Information Systems Theories and Implementation #Complex Systems and Decision Making #Cage #Control (management) #Business #Psychology #Operations management #Management #Engineering #Economics #Structural engineering
paper · doi:10.2307/2393374
published in Administrative Science Quarterly 38(3), 408 (SAGE Publishing)
openalex publication_date 1993/09/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/08/08
In this paper, I provide an ethnographic account of how an organization’s control system evolved in response to a managerial change from hierarchical, bureaucratic control to concertive control in the form of self-managing teams. The study investigates how the organization’s members developed a system of value-based normative rules that controlled their actions more powerfully and completely than the former system. I describe the organization and its members and provide a detailed account of the dynamics that emerged as concertive control became manifest through the members’ interactions. This account depicts how concertive control evolved from the value consensus of the company’s team workers to a system of normative rules that became increasingly rationalized. Contrary to some proponents of such systems, concertive control did not free these workers from Weber’s iron cage of rational control. Instead, the concertive system, as it became manifest in this case, appeared to draw the iron cage tighter and to constrain the organization’s members more powerfully.