Please use this identifier to cite or link to this item: http://hdl.handle.net/1893/30349
Appears in Collections:Marketing and Retail Journal Articles
Peer Review Status: Refereed
Title: Knowledge-Sharing, Control, Compliance and Symbolic Violence
Author(s): Kamoche, Ken
Kannan, Selvi
Siebers, Lisa Qixun
Contact Email: lisa.siebers@stir.ac.uk
Keywords: Bourdieu
compliance
control
knowledge
resistance
symbolic violence
Issue Date: 1-Jul-2014
Citation: Kamoche K, Kannan S & Siebers LQ (2014) Knowledge-Sharing, Control, Compliance and Symbolic Violence. Organization Studies, 35 (7), pp. 989-1012. https://doi.org/10.1177/0170840614525325
Abstract: Recent developments in control hold that professionals are best managed through normative and concertive as opposed to bureaucratic and coercive mechanisms. This post-structuralist approach appeals to the notion of congruent values and norms and acknowledges the role of individuals’ subjectivity in sustaining professional autonomy. Yet, there remains a risk of over-simplifying the manifestations of such control initiatives. By means of an in-depth case study, this article considers the challenge of implementing a knowledge-sharing portal for a community of R&D scientists through management control initiatives that relied on a blend of presumed ‘peer pressure’ and the rhetoric of ‘facilitation’. Arguing that traditional approaches such as normative/concertive control and soft bureaucracy only partially explain this phenomenon, we draw from Pierre Bourdieu’s concept of ‘symbolic violence’ to interpret a managerial initiative to appropriate knowledge and affirm the structure of social relations through the complicity of R&D scientists. We also examine how the scientists channelled resistance by reconstituting compliance in line with their sense of identity as creators of knowledge.
DOI Link: 10.1177/0170840614525325
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