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Managerial control and workplace regimes: an introduction

Author

Listed:
  • Paul Thompson

    (Strathclyde University, p.thompson@strath.ac.uk)

  • Diane van den Broek

    (Sydney University, Australia, d.vandenbroek@econ.usyd.edu.au)

Abstract

Managerial control and its wider setting in workplace and societal regimes has been an important feature of debates in Work, Employment and Society since its inception, providing some of its most highly cited articles. This Introduction to the first e-special seeks to present 10 key and diverse articles, situating them in the context of debates inside and beyond the journal. Core themes and contentious issues are identified and particular attention is paid to the nature of normative controls. After a period in the 1990s when the control debate dipped, it is argued that there are positive signs that more recent articles are rediscovering the broader focus on workplace regimes that was characteristic of earlier, classic contributions.

Suggested Citation

  • Paul Thompson & Diane van den Broek, 2010. "Managerial control and workplace regimes: an introduction," Work, Employment & Society, British Sociological Association, vol. 24(3), pages 1-12, September.
    • Handle: RePEc:sae:woemps:v:24:y:2010:i:3:p:1-12
    DOI: 10.1177/0950017010384546
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    References listed on IDEAS

    as
    1. Hugh Willmott, 1993. "Strength Is Ignorance; Slavery Is Freedom: Managing Culture In Modern Organizations," Journal of Management Studies, Wiley Blackwell, vol. 30(4), pages 515-552, July.
    2. Valeria Pulignano, 2002. "Dynamic forms of Control at Work: a Research Note on Integrated Supply Chains in the Motor Industry in Southern Italy," Work, Employment & Society, British Sociological Association, vol. 16(1), pages 185-196, March.
    3. Carol Axtell Ray, 1986. "Corporate Culture: The Last Frontier Of Control?[1]," Journal of Management Studies, Wiley Blackwell, vol. 23(3), pages 287-297, May.
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