Over recent decades critical scholars have quite rightly warned of the control implications of new management initiatives. There is a danger, however, of treating control in a ‘distal’ way or as an ‘end’. Through drawing on proximal (Cooper and Law, 1995) theorising, we make explicit what is often implicit in such accounts, which is that control is best understood as unfinished, in process, for it is inherently contingent and unpredictable. Viewed in this way, control becomes elusive as it always has to be achieved. The article draws on ethnographic research conducted in a back office of a manufacturing organisation to illustrate this understanding of management control. It highlights tensions between staff and management and between multiple layers of management that can thwart control.
McCabe, DarrenCiuk, Sylwia
Department of Business and Management
Year of publication: 2021Date of RADAR deposit: 2021-04-28