The concept and the practices of discipline in contemporary organizational life

Barker, James R.; Cheney, George

doi:10.1080/03637759409376321

Cited by 106 publications

(78 citation statements)

References 30 publications

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“…If power relations are conceived of as having a binary characteristic, then an actor is either active or passive. Conceiving of power as power-plays, rather than as non-binary power relationships, is a characteristic of what is labelled a post-modern view of organisations, referring to the application of a Foucauldian perspective on organisations (Barker and Cheney, 1994;Clegg, 1989). 4 The first level is the set of links between the firm (focal organisation) and its direct stakeholders.…”

Section: Discussionmentioning

confidence: 99%

A Network Perspective on Stakeholder Management: Facilitating Entrepreneurs in the Discovery of Opportunities

Vandekerckhove

Dentchev

2005

J Bus Ethics

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The problem of opportunity discovery is at the heart of entrepreneurial activity. Cognitive limitations determine the search for and the analysis of information and, as a consequence, constrain the identification of opportunities. Moreover, typical personal characteristicslocus of control, need for independence and need for achievement -suggest that entrepreneurs will tend to take a central position in their stakeholder environments and thus fail to adapt to the complexity of stakeholder relationships in their entrepreneurial activity. We approach this problem by adopting a network perspective on stakeholder management. We propose a heuristic approach of stakeholder analysis, which requires two mappings of the entrepreneurial constituents. The first mapping focuses on current interactions between the entrepreneur and their stakeholders, while the second focuses on a specific issue and the stakeholders that constitute it. In eect, such a stakeholder analysis requires entrepreneurs to use the complexity of stakeholder relationships in order to go beyond their cognitive limitations and thus facilitate the discovery of new opportunities. As we will argue, this has clear implications for the ethics and activities of entrepreneurs.

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Section: Discussionmentioning

confidence: 99%

A Network Perspective on Stakeholder Management: Facilitating Entrepreneurs in the Discovery of Opportunities

Vandekerckhove

Dentchev

2005

J Bus Ethics

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“…This is not to say that schools would neglect these (and other) issues if rankings were non-existent. Rather it suggests that rankings help to create an "artificial order" (Foucault, 1978: 179) within business schools; an order which defines categories of knowledge that become self-justifying (Barker & Cheney, 1994).…”

Section: Rankings As Disciplinary Institutionsmentioning

confidence: 99%

“…Disciplinary control rests in human interaction and cannot be reduced to single individuals. Power is a practice of shaping relations among people and influencing the 'way of being' within organizations (Barker & Cheney, 1994). Our argumentation follows a Foucauldian perspective for two reasons.…”

Section: Introductionmentioning

confidence: 99%

Discipline as Institutional Maintenance

Rasche¹,

Hommel²,

Cornuel³

2014

The Institutional Development of Business Schools

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Abstract:Drawing on the case of business school rankings, we study how institutions are maintained and remain persistent despite their contested nature. We argue that rankings as institutions can be maintained through subtle disciplinary practices that freeze power relations in recipient organizations. Our analysis rests on a Foucauldian understanding of control emphasizing that rankings discipline (1) by enhancing the visibility of individuals' performance, (2) by defining 'normal' behavior, and (3) by shaping how people understand themselves and the world around them. We show that these three disciplining effects support rankings' durability, reproducibility, and communicability enhancing their overall stability and diffusion. Our arguments demonstrate that rankings' relevance and impact is not entirely based on the legitimacy they are able to offer to ranked schools. Rather rankings impel a variety of disciplinary effects within business schools which help to stabilize and diffuse the institution.

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“…Yet, the organization still has an interest in controlling the behavior of participants in these offline spaces. Here, disciplinary control, in which members self-monitor their behavior [55,54,23], emerges a powerful mechanism of organizational control. Fourth, it demonstrates that not all individuals in the crowd are subject to the same control mechanisms.…”

Section: Example Of Socio-ideological Controlmentioning

confidence: 99%

“…Scholars have noted a lack of conceptual consensus of informal approaches [10], contributing to development of several overlapping theories of socioideological control, including corporate culture, cultural control [52,53], clan mechanisms [9], disciplinary control [54,55], and identity-based control [20,23]. These theories are likewise differentiated by their intellectual traditions and ontological and epistemological orientations, including structural functionalism, post-structuralism, social constructivist, post-modernism, critical theory, positivism, and interpretism.…”

Section: Socio-ideological Controlmentioning

confidence: 99%