Social control and social contract in networking

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dc.contributor.authorKlein, H. K.
dc.contributor.authorKraft, Philip
dc.date.accessioned2020-06-06T00:42:35Z
dc.date.available2020-06-06T00:42:35Z
dc.date.issued1993
dc.description.abstractNetworks can be understood as organizational control strategies. As an example, we present two case studies of team-based networking strategies associated with the Total Quality Management movement in the United States. TQM's implied social contract requires some form of power sharing. In practice TQM team organization can also become another form of labor intensification. Similarly, TQM appeals to democratic values by emphasizing participation, communication, cooperation and team work. Such claims can also serve to legitimize major organizational changes, some of which follow familiar Taylorist patterns. Two cases illustrate how the technical components of communications systems help redefine control systems in TQM-based work rerganization experiments. In the manufacturing setting, communications took the form of web-and-hub networks, centralizing off-site engineering control of production workers. In the design and engineering workplace, peer-to-peer communications implemented by self-managed teams reduced intellectual ‘slack time’. In both cases the communications systems provided means to intensify labor.de
dc.identifier.doi10.1007/BF00749285
dc.identifier.pissn1573-7551
dc.identifier.urihttp://dx.doi.org/10.1007/BF00749285
dc.identifier.urihttps://dl.eusset.eu/handle/20.500.12015/3442
dc.publisherSpringer
dc.relation.ispartofComputer Supported Cooperative Work (CSCW): Vol. 2, No. 1-2
dc.relation.ispartofseriesComputer Supported Cooperative Work
dc.subjectCommunication
dc.subjectControl
dc.subjectEmpowerment
dc.subjectSocial Contract
dc.subjectTeams
dc.subjectTQM
dc.titleSocial control and social contract in networkingde
dc.typeText/Journal Article
gi.citation.endPage108
gi.citation.startPage89

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JCSCW Vol. 02 (1993)