... studies, and they are analyzed with a specific focus on the insights they offer regarding bureaucracy, accountability and professionals. Findings The paper identifies various examples of how digital technologies change important aspects of public sector organizations relating to bureaucracy...

..., introduction of the rhetoric of New Public Management and New Public Governance in the Polish public administration has contributed to strengthening of classical dysfunctions of bureaucracy. The results imply that the understanding of organisational changes in the Eastern European public sector – which...

... should not emphasize the pattern of their previous interactions with the members of the research world. Research limitations/implications The research is based on the action research done in manufacturing units within Indian bureaucracy. The generalization of findings to other organizational set up...

... be contacted at: mari.kira@hut.fi © Emerald Group Publishing Limited 2008 During the past decades, many work and organizational scientists have outlined movements away from the bureaucratic work organizations towards post‐bureaucracy. The World War II functioned as a divide in this sense. Before...

... Bureaucracy United Kingdom Comment on the “end” of bureaucracy is derived from the view that bureaucratic rationalisation can no longer provide a viable basis for organising in the current context of radical uncertainty and turbulent change (Harvey, 1989 ; Kumar, 1995 ; Castells, 2000). Advocates...

... Emerald Group Publishing Limited 2006 Transaction costs Control Bureaucracy Markets Trust The boundaries of firms are continuously subject to changes. Firms hive off existing activities in order to concentrate on core activities, a tendency that already started several years ago...

...Martin Harris; Harro Höpfl; Brendan McSweeney Purpose According to an extensive and growing literature, we are in the twilight of bureaucracy. The labels applied to the supposed new organizational form include: post‐bureaucratic; post‐modern; post‐hierarchical; and the virtual organisation...

...Martin Harris; Harro Höpfl; Emmanuel Josserand; Stephen Teo; Stewart Clegg Purpose Modern bureaucracies are under reconstruction, bureaucracy being no longer “modern”; they are becoming “post” bureaucratic. Defining the post‐bureaucratic organization as a hybrid form provides insight...

...Martin Harris; Harro Höpfl; Martin Harris Purpose In recent years it has been argued that the widespread adoption of new information and communication technologies (ICTs) presages the “end” of bureaucracy and its replacement by new and more flexible organisational forms. The purpose of this paper...

...‐bureacracy literature, the use and utility of ideal types and the problems of ideal typifications. Findings The so‐called “Weberian ideal type” which is the standard reference point in bureaucracy versus post‐bureaucracy discussion is only ambiguously related to what Weber himself wrote. Usually...

... categorisations of academic work as merely further manifestations of the displacement and distortion of collegiality, and of increasing managerialism, bureaucracy or perhaps “post‐bureaucracy” (Courpasson and Reed, 2004), surveillance and the commodification of academic work. By first categorising...

...Martin Harris; Harro Höpfl; Louise Briand; Guy Bellemare Purpose The purpose of this paper is to use case study evidence to show that post‐bureaucracy is less marked by a discontinuity in surveillance than by its displacement and intensification. Design/methodology/approach The paper describes...

...Christian Maravelias This article develops a framework for understanding autonomy and control in post‐bureaucratic organizations. It reviews two dominant discourses on post‐bureaucracy – the managerial discourse and the critical management discourse. Whereas the one pictures post‐bureaucracy...

... Bureaucracy Networks Bureaucratic organizations Large companies JOCM 4,4 The Chinese Torture Story William B. Wolf Clinton, Washington, USA 56 Journal of Organizational Change Management, Vol. 4 No. 4, 1991, pp. 56-57, © MCB University Press, 0953-4814 One may wonder how huge business organisations...