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The Impact of Remote Work on Managerial Compliance: Changes in the Control Regime over Line Managers

Author

Listed:
  • Francisca Gutiérrez-Crocco

    (Universidad Austral de Chile, Chile)

  • Angel Martin-Caballero

    (University of Manchester, UK)

  • Andrés Godoy

    (Universidad de Barcelona, Spain)

Abstract

Labour process approaches have extensively documented the impact of digitalisation and remote work on managerial control, though the role of managers has been less explored. This article fills that gap in the extant literature by examining how adopting remote work affects managerial compliance with corporate goals. Particularly, it shows that this development entails a process of de-institutionalisation and re-institutionalisation of the control regime operating over lower-level managers to act on behalf of companies. These processes are driven by corporate decisions but also by the managers’ attempts to negotiate this regime. Overall, the article claims the need to study managers as agents rather than as a mere extension of the management function or passive subjects of corporate restructurings. The arguments are based on a study conducted in a multinational mining company operating in Chile, which adopted a research-in-action approach and included interviews, document reviews and a survey of line managers.

Suggested Citation

  • Francisca Gutiérrez-Crocco & Angel Martin-Caballero & Andrés Godoy, 2024. "The Impact of Remote Work on Managerial Compliance: Changes in the Control Regime over Line Managers," Work, Employment & Society, British Sociological Association, vol. 38(2), pages 527-548, April.
    • Handle: RePEc:sae:woemps:v:38:y:2024:i:2:p:527-548
    DOI: 10.1177/09500170221142713
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    References listed on IDEAS

    as
    1. Paul Thompson & Diane van den Broek, 2010. "Managerial control and workplace regimes: an introduction," Work, Employment & Society, British Sociological Association, vol. 24(3), pages 1-12, September.
    2. Leo McCann & Jonathan Morris & John Hassard, 2008. "Normalized Intensity: The New Labour Process of Middle Management," Journal of Management Studies, Wiley Blackwell, vol. 45(2), pages 343-371, March.
    3. Alvesson, Mats & Karreman, Dan, 2004. "Interfaces of control. Technocratic and socio-ideological control in a global management consultancy firm," Accounting, Organizations and Society, Elsevier, vol. 29(3-4), pages 423-444.
    4. Elena Baglioni, 2018. "Labour control and the labour question in global production networks: exploitation and disciplining in Senegalese export horticulture," Journal of Economic Geography, Oxford University Press, vol. 18(1), pages 111-137.
    5. Barton, Ruth & van den Broek, Diane, 2011. "Agency and the deunionisation of managers in an Australian telecommunications company," Journal of Management & Organization, Cambridge University Press, vol. 17(2), pages 210-225, March.
    6. Poveda Bonilla, Rafael, 2019. "Estudio de caso sobre la gobernanza del cobre en Chile," Documentos de Proyectos 44777, Naciones Unidas Comisión Económica para América Latina y el Caribe (CEPAL).
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    8. Claire Dambrin, 2004. "How does telework influence the manager-employee relationship?," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 4(4), pages 358-374.
    Full references (including those not matched with items on IDEAS)

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