Post bureaucracy and the politics of forgetting

Author:

Harris Martin,Wegg‐Prosser Victoria

Abstract

PurposeThe purpose of this paper is to investigate the imputed “fall” and subsequent “reinvention” of the BBC during the 1990s, relating a managerialist “politics of forgetting” to the broader ideological narratives of “the post bureaucratic turn”.Design/methodology/approachThe paper draws on a wide range of primary and secondary sources, combining case study analysis with long‐term historical perspectives on organisational change.FindingsThe paper shows the ways in which public sector professionals contested “post bureaucratic” pressures for marketisation and organisational disaggregation.Originality/valueThe paper shows the ways in which large‐scale technological, regulatory and organisational change was mediated by cultural continuities and recurrent “surges” of managerial control.

Publisher

Emerald

Subject

Management of Technology and Innovation,Organizational Behavior and Human Resource Management,Strategy and Management,General Decision Sciences

Reference74 articles.

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2. Alvesson, M. and Thompson, P. (2004), “Post bureaucracy?”, in Ackroyd, S., Batt, R., Thompson, P. and Tolbert, P.S. (Eds), The Oxford Handbook of Work and Organization, Oxford University Press, Oxford, pp. 485‐507.

3. Barley, S. and Kunda, G. (1992), “Design and devotion: surges of rational and normative ideologies of control in managerial discourse”, Administrative Science Quarterly, Vol. 37, pp. 363‐99.

4. Barnatt, C. and Starkey, K. (1994), “The emergence of flexible networks in the UK television industry”, British Journal of Management, Vol. 5, pp. 251‐60.

5. Barnett, S. and Curry, A. (1994), The Battle for the BBC – A British Broadcasting Conspiracy?, Aurum Press, London.

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