Abstract
The emergence of self-organizing forms of control, based on the idea of self-determination, have challenged traditional forms of control based on the concept of domination. As such, self-determination has been put forward as an alternative rather than as a complement to domination. This paper describes and explores the circular forms of organizing that have been emerging in several parts of the world, viewing them as a possible synthesis of two existing archetypical concepts of power-self-determination and domination. In particular, the emergence of circular organizing in the Dutch company Endenburg Elektrotechniek is documented and interpreted. This case illustrates how a circular structure can be superimposed on the administrative hierarchy, with the latter continuing to play a substantial role in controlling and managing work processes. In the absence of a single ultimate authority, organizational control is exercised through feedback rather than power. As a result of this study, circularity of power is shown to be an interesting theoretical and instrumental concept.
Original language | English |
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Pages (from-to) | 801-832 |
Number of pages | 32 |
Journal | Organization Studies |
Volume | 20 |
Issue number | 5 |
Publication status | Published - 1999 |
Externally published | Yes |
Keywords
- domination
- self-determination
- self-organization
- control
- organizational design
- authority
- circularity
- power
- sociocracy
- circular management