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| Author: | Robertson, M. Swan, J. |
| Title: | Going public: the emergence and effects of soft bureaucracy within a knowledge-intensive firm |
| Journal: | Organization
2004 : JAN, VOL. 11:1, p. 123-148 |
| Index terms: | Bureaucracy Knowledge Organizational change Politics Power |
| Language: | eng |
| Abstract: | This paper explores and explains the emergence over time of forms of organization and governance (referred to as "organizing templates") in a knowledge-intensive firm (KIF). A longitudinal case study tracks the ways in which this company has evolved from its inception in 1986 through to 2001. Particularly, the analysis emphasizes the strategic role of power politics in shaping organinizing templates following company success and expansion. The focus is on the shift away from adhocracy as the (ideological) organizing template and towards a new form of governance within the company, characterized as soft bureaucracy. A multi-level analytical model shows how this shift coincides with economic, technological and cultural imperatives imposed by the increasing sovereignty of the market. |
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