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Competing institutional trajectories in organization

dc.contributor.authorMorales, Jérémy
dc.contributor.authorPezet, Anne
dc.date.accessioned2009-11-21T15:53:57Z
dc.date.available2009-11-21T15:53:57Z
dc.date.issued2006
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/2511
dc.language.isoenen
dc.subjectManagement controlen
dc.subjectethnographyen
dc.subjectCompeting trajectoriesen
dc.subject.ddc657en
dc.subject.classificationjelM41en
dc.titleCompeting institutional trajectories in organizationen
dc.typeCommunication / Conférence
dc.description.abstractenOur paper is based on an ethnographic approach. One of the authors has conducted an ethnographic study at TechCo, a multinational aeronautic company, during 4 months. Following the actors, actants and allies at TechCo, we will show that two institutional trajectories compete for controlling the organization. Financial and technical rationales confront each other in order to control TechCo. Those two rationales or institutional trajectories are supported by discourses, inscriptions or managerial devices. By examining those discourses, inscriptions and devices, we will try to enlighten control in action through two competing institutional trajectories – financial and technical. This approach, which we qualify as “controlizing”, is necessary to observe practices in the field. Latour (2002) thus observed the manufacture of law. We have observed here the manufacture of control. Controlizing is characterised by the search for a highly hybrid content more than by the study of actors alone, containers (the tools), processes or outcomes.en
dc.identifier.citationpages19en
dc.description.sponsorshipprivateouien
dc.subject.ddclabelContrôle de gestion Comptabilitéen
dc.relation.conftitleCurrent Developments in Ethnographic Research in the Social and Management Sciencesen
dc.relation.confdate2006-09
dc.relation.confcityLiverpoolen
dc.relation.confcountryRoyaume-Unien


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