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3, pp. 493–519. Maravelias, C. (2003) ‘Post-bureaucracy – control through professional freedom’, Journal of Organizational Change Management, vol. 16, no. 5, pp. 547–66. , and Varela, J. (1980) Autopoeisis and Cognition: The Realization of the Living (Dordrecht: Kluwer). 32 The illusion of management control Mayr, K. and Siri, J. (2010) ‘Management as a symbolizing construction? Re-arranging the understanding of management’, FQS, vol. 11, no. 3, art. 21. , and Rose, N. (1990) ‘Governing economic life’, Economy and Society, vol.
Among many other insights, these dynamics add to the understanding of control illusions and often emphasize ‘ongoing indeterminacy’. ANT looks at the way in which technologies are whirled into networks. And the Foucauldian approach stresses the dynamic of rationality. In that respect, the two approaches are not far from the ambition brought about by the systems theoretical contributions of this book, which describe incidents of unresolved indeterminacy. However, there is a notable difference, which is that systems theory assigns a position of prominence to the paradox.
This perspective challenges the traditional literature on human resource management (Guest 1999; Sisson and Storey 2003; Storey 1992; 1995), employment relations (Beaumont 1995; Farnham 2000; Gennard and Judge 2002; Madsen 2002) and pay systems (Akerlof 1984; Deci 1975; Frey 1997; Ibsen 2002; Willamson 1996). Adopting a behaviouristic position that focuses on the ‘essential’ behaviour of actors, those perspectives are guided by a normative ambition to discover ways of improving this behaviour by diverse managerial technologies (like skill-based and performance-related pay).
