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Power and Management Control

In: Critical Perspectives in Management Control

Author

Listed:
  • Keith Robson
  • David J. Cooper

Abstract

Management control is conventionally regarded as a set of practices designed to ensure that individuals, organisations and societies satisfy their goals (Anthony, 1965). This statement, bland in itself, has been elaborated, explored and criticised in the management control literature (see, for example, the chapters in this book). Yet the above argument is also one about power or at least there is a theory of power (as authority) present, even in its absence. Individuals have goals which they act to satisfy. The statement also suggests that organisations have goals which individuals act to satisfy. But what is the relationship between the two? Are these goals themselves interdependent with the social world in which they are located? How is it we can account for the construction of these ‘goals’? This is itself a question of power. Further, if conflict and resistance inhabit organisational life, then management control practices can be evaluated as power systems, reproducing or undermining the economic social and political patterns in organisations and society.

Suggested Citation

  • Keith Robson & David J. Cooper, 1989. "Power and Management Control," Palgrave Macmillan Books, in: Wai Fong Chua & Tony Lowe & Tony Puxty (ed.), Critical Perspectives in Management Control, chapter 6, pages 79-114, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-07658-1_6
    DOI: 10.1007/978-1-349-07658-1_6
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    Citations

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    Cited by:

    1. Cooper, David J. & Robson, Keith, 2006. "Accounting, professions and regulation: Locating the sites of professionalization," Accounting, Organizations and Society, Elsevier, vol. 31(4-5), pages 415-444.
    2. Morales, Jérémy & Sponem, Samuel, 2017. "You too can have a critical perspective! 25 years of Critical Perspectives on Accounting," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 43(C), pages 149-166.
    3. Joao A. Ribeiro & Robert W. Scapens, 2004. "Power, ERP systems and resistance to management accounting: a case study," FEP Working Papers 141, Universidade do Porto, Faculdade de Economia do Porto.

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