Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 801-832 |
| Number of pages | 32 |
| Journal | Organization Studies |
| Volume | 20 |
| Issue number | 5 |
| Publication status | Published - 1999 |
| Externally published | Yes |
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Keywords
- domination
- self-determination
- self-organization
- control
- organizational design
- authority
- circularity
- power
- sociocracy
- circular management
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Domination, self-determination and circular organizing. / Romme, A. Georges L.
In: Organization Studies, Vol. 20, No. 5, 1999, p. 801-832.Research output: Contribution to journal › Article › Academic › peer-review
TY - JOUR
T1 - Domination, self-determination and circular organizing
AU - Romme, A. Georges L.
PY - 1999
Y1 - 1999
N2 - 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.
AB - 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.
KW - domination
KW - self-determination
KW - self-organization
KW - control
KW - organizational design
KW - authority
KW - circularity
KW - power
KW - sociocracy
KW - circular management
M3 - Article
VL - 20
SP - 801
EP - 832
JO - Organization Studies
JF - Organization Studies
SN - 0170-8406
IS - 5
ER -