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Connection/Disconnection: Theory and Practice in Organization Control
Author(s) -
Munro Rolland
Publication year - 1997
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/1467-8551.8.s1.5
Subject(s) - disconnection , argument (complex analysis) , control (management) , connection (principal bundle) , field (mathematics) , organizational theory , distribution (mathematics) , sociology , epistemology , business , public relations , management , political science , economics , law , engineering , mathematics , philosophy , mathematical analysis , biochemistry , chemistry , pure mathematics , structural engineering
This paper suggests that the literature on organization control could benefit from more attention to ‘disconnections’, particularly those that take the form of extrusions and effacements from organization processes. Pointing out that current organization researchers depend almost exclusively on ‘connections’ for their theorizing on control, the paper illustrates the importance of disconnections in the form of gaps, breaks and absences in three field studies. The argument of the paper is that control is an effect that is enacted in practice by a distribution of connections alongside disconnections.