Acessibilidade / Reportar erro

Tecnologia, instrumentalidade e poder nas organizações

Resumos

Derivadas de Maquiavel ou Hobbes, as teorias modernas de poder pressupõem que este emana da tecnologia. Conseqüentemente, elas prevêem que a adoção de novas tecnologias aumenta o controle de poder da administração e a marginalização da mão-de-obra. O presente artigo argumenta que o erro de tais previsões é inerente aos limites dessas teorias, à luz de Foucault; expõe os recentes debates sobre a especialização flexível; finalmente, conclui que mudanças nas técnicas de trabalho engedram resultados distintos. Afinal, tanto o poder quanto as empresas têm contigências complexas e interdependentes, e, até certo ponto, são passíveis de mudança.

Poder e tecnologia; especialização flexível; teorias modernas de poder; poder organizacional; novas tecnologias nas empresas


Either Hobbessian or Machiavellian in their provenance, modern theories of power assume that all power flows through technology. Thus, they predict that the adoption of new technologies will increase control of power by organizations and marginalization by labor. This article argues that their error is inherent to the limits of these theories, according to Foucault; exposes the recent debates on flexible specialization; at last, it is argued that changes in work techniques have distinct results. After all, the contingencies of both power and organizations are complex, interdependent and, to a point, potentially capable of change.

Power and technology; flexible specialization; modern theories of power; organizational power; new technologies in organizations


COLABORAÇÃO INTERNACIONAL

Tecnologia, instrumentalidade e poder nas organizações

Stewart R. Clegg

Professor do Departamento de Administração da Universidade de St. Andrews, Escócia

RESUMO

Derivadas de Maquiavel ou Hobbes, as teorias modernas de poder pressupõem que este emana da tecnologia. Conseqüentemente, elas prevêem que a adoção de novas tecnologias aumenta o controle de poder da administração e a marginalização da mão-de-obra. O presente artigo argumenta que o erro de tais previsões é inerente aos limites dessas teorias, à luz de Foucault; expõe os recentes debates sobre a especialização flexível; finalmente, conclui que mudanças nas técnicas de trabalho engedram resultados distintos. Afinal, tanto o poder quanto as empresas têm contigências complexas e interdependentes, e, até certo ponto, são passíveis de mudança.

Palavras-chave: Poder e tecnologia, especialização flexível, teorias modernas de poder, poder organizacional e novas tecnologias nas empresas.

ABSTRACT

Either Hobbessian or Machiavellian in their provenance, modern theories of power assume that all power flows through technology. Thus, they predict that the adoption of new technologies will increase control of power by organizations and marginalization by labor. This article argues that their error is inherent to the limits of these theories, according to Foucault; exposes the recent debates on flexible specialization; at last, it is argued that changes in work techniques have distinct results. After all, the contingencies of both power and organizations are complex, interdependent and, to a point, potentially capable of change.

Key words: Power and technology, flexible specialization, modern theories of power, organizational power and new technologies in organizations.

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Artigo recebido pela redação da RAE em janeiro/91, aprovado para publicação em março/91.

Tradução de Geni Garcia Golschmidt, revista por Vera Cecília Machline.

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  • 1. CLEGG, S.R. "Radtcal Revisions: power, discipline and organization", Organization studies. 10(1):97-115,1989.
  • 2. LUKES, S. Power: A Radical view. Londres, MacMillan, 1974.
  • 3. DAHL, R.A. ·Power·, in International Encyclopédia of the Social Sciences. Nova Iorque, Macmillan, pp.405-15,1968.
  • 4. WOODWARD, J. Industrial Organization: behaviour and control. Londres, Oxford University Press, 1965.
  • 5.HARVEY, E. "Technology and structure of organizations", American Sociological Review, 35 :247-59, 1968;
  • ZWERMAN, W. New perspectives on organizational theory. Westport, Conn., Greenwood, 1970.
  • 6. Como em: BLAU, P. M.; FALBE, C.M.; MCKINLEY, W. & TRACY, P.K. "Technology and organization in manufacturing", Administrative Science Quaterly. 21 :20-40, 1976;
  • HICKSON, D.J.; PUGH,D.S. & PHEYSEY, D.C. "Operations Technology and Organization Structure: an empirical appraisal", Administrative Science Quarterly. 14: 378-97, 1969;
  • PERROW, C. "A framework for the comparative analysls of complex organizations", American Sociological Review. 32:194-208, 1967;
  • THOMPSON, J.D. Organizations in action. Nova Iorque, McGraw HiII, 1967;
  • VAN DE VEN, A.H. & DELBECQ. "A task-contingent model of work-unit structure", Administrative Science Quarterly. 19:183-97,1974.
  • 7. MARSH, R.M. & MANNARI, H. "Technology and size as determinants of the organizational structure of Japanese factories", Administrative Science Quarterly. 26(1 ):33-57, 1981;
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Datas de Publicação

  • Publicação nesta coleção
    13 Jun 2013
  • Data do Fascículo
    Dez 1992

Histórico

  • Aceito
    Mar 1991
  • Recebido
    Jan 1991
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