Cultural Control within the Virtual Organization

It is suggested that the combination of networked computer-based systems and the psychological techniques which underpin the quality management methodologies, do not replace the technologies of control identifiable in the principles of scientific management and Fordism, but provide an enhanced, more insidious form of technical and cultural control designed to engage the acquiescence of employees in order to maintain the efficiency of the organization.

Abstract

New forms of information technology, together with recent developments in management theory and practice, have resulted in considerable debate concerning the social and technical implications of the emergent form of computer-dependent virtual organization. This paper identifies and reviews some theoretical developments central to the critical analysis of the use of combined computer-based systems and quality management applications. While the advocates of these trends propose that the emergent organizational configurations provide employees with the opportunity for participation in decision-making, resulting in ‘empowerment’ and the possibility of personal fulfilment, here it is argued that the virtual organization may result in a progressive formalisation of social relationships which will erode the meaning of true employee participation. It is suggested that the combination of networked computer-based systems and the psychological techniques which underpin the quality management methodologies, do not replace the technologies of control identifiable in the principles of scientific management and Fordism. Instead they provide an enhanced, more insidious form of technical and cultural control designed to engage the acquiescence of employees in order to maintain the efficiency of the organization.