- List of Figures
- List of Tables
- List of Contributors
- Texts and Times Mapping the Changing Study of Work and Organizations
- Labor Markets and Flexibility
- Organizations and the Intersection of Work and Family: A Comparative Perspective
- Gender, Race, and the Restructuring of Work: Organizational and Institutional Perspectives
- Skill Formation Systems
- Technology and the Transformation of Work
- Groups, Teams, and the Division of Labor: Interdisciplinary Perspectives on the Organization of Work
- Introduction: Unmanageable Capitalism?
- The Diffusion and Domestication of Managerial Innovations: The Spread of Scientific Management, Quality Circles, and TQM between the United States and Japan
- Managers, Markets, and Ideologies: Design and Devotion Revisited
- Human Resource Management
- Knowledge Management
- Industrial Relations and Work
- Labor Movements and Mobilization
- Resistance, Misbehavior, and Dissent
- Manual Workers: Conflict and Control
- Service Workers in Search of Decent Work
- What we know (And Mostly Don't Know) about Technical Work
- The Changing Nature of Professional Organizations
- Ports and Ladders: The Nature and Relevance of Internal Labor Markets in a Changing World
- Introduction: The Reorganised Economy
- Organizations and Organized Systems: From Direct Control to Flexibility
- Interfirm Relations as Networks
- Changes in the Organization of Public Services and their Effects on Employment Relations
- Understanding Multinational Corporations
- Corporate Restructuring
- Beyond Convergence and Divergence: Explaining Variations in Organizational Practices and Forms
Abstract and Keywords
In a paper titled ‘Design and Devotion’ published in 1992 in Administrative Science Quarterly, Barley and Kunda examined the historical evolution of managerial ideology in the United States between the late nineteenth and late twentieth century. Managerial ideology, in their view, is ‘a stream of discourse that promulgates, however unwittingly, a set of assumptions about the nature of … corporations, employees, managers, and the means by which the latter can direct the other two’. This article uses Barley and Kunda's framework to illustrate and interpret the main themes of market rationalism in the American context. Then, based on a review of the research literature, it discusses some of the actual transformations in the organization of work that appear to be related to the managerial rhetoric of the period. It concludes by offering some speculative thoughts on the nature of managerial ideology and on its future directions.
Gideon Kunda is Associate Professor in the Department of Labor Studies at Tel Aviv University. He received his Ph.D. in Management and Organization Studies from the Sloan School of Management at MIT in 1987. Kunda's research has focused on the cultural aspects of work and organization. His book Engineering Culture: Control and Commitment in a High-Tech Corporation was chosen as Book of the Year by the American Sociological Association's Culture Section in 1994. His book (with Stephen Barley), Gurus, Hired Guns and Warm Bodies: Itinerant Experts in a Knowledge Economy, will be published in 2004 by Princeton University Press. The book examines the social organization of temporary work among engineers in Silicon Valley.
Galit Ailon-Souday is a Lecturer at the Department of Sociology and Anthropology at Bar-Ilan University. Her research includes the study of organization culture and globalization and the critical analysis of managerial and organizational theory.
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