Remote Working in a Public Bureaucracy: Redeveloping Practices of Managerial Control When Out of Sight

This article examines managerial control practices in a public bureaucracy at the moment of introducing remote work as part with a new ways of working (NWW) project. The qualitative study builds on 38 interviews with supervisors and subordinates conducted before the advent of COVID-19. By interpreti...

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Autores principales:	Martina Hartner-Tiefenthaler, Melanie Goisauf, Cornelia Gerdenitsch, Sabine T. Koeszegi
Formato:	article
Lenguaje:	EN
Publicado:	Frontiers Media S.A. 2021
Materias:	new ways of working managerial control institutional logics interview study praxeological analytic approach public bureaucracy Psychology BF1-990
Acceso en línea:	https://doaj.org/article/6091026bf30d42bf8d60450de9420d60
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spelling	oai:doaj.org-article:6091026bf30d42bf8d60450de9420d602021-11-30T21:21:43ZRemote Working in a Public Bureaucracy: Redeveloping Practices of Managerial Control When Out of Sight1664-107810.3389/fpsyg.2021.606375https://doaj.org/article/6091026bf30d42bf8d60450de9420d602021-11-01T00:00:00Zhttps://www.frontiersin.org/articles/10.3389/fpsyg.2021.606375/fullhttps://doaj.org/toc/1664-1078This article examines managerial control practices in a public bureaucracy at the moment of introducing remote work as part with a new ways of working (NWW) project. The qualitative study builds on 38 interviews with supervisors and subordinates conducted before the advent of COVID-19. By interpreting interviewees’ conversations about current and anticipated future work practices in the changing work setting, we reveal tacit and hidden practices of managerial control that are currently prevalent in many organizations introducing remote working. Three constitutive moments of the organization’s transformation to NWW are analytically distinguished: (i) how implicit becomes explicit, (ii) how collective becomes self, and (iii) how personal becomes impersonal. Our findings emphasize that the transition to NWW must take into account prevailing institutional logics and must reconnect to a fundamental and often neglected question: What does doing work mean within the particular organization? Negotiating this fundamental question might help to overcome supervisors’ uncertainties about managerial control and provide clarity to subordinates about what is expected from them while working remotely. Finally, we discuss how the transition to NWW may serve as both an opportunity and a potential threat to established organizational practices while highlighting the challenge supervisors face when the institutional logics conflict with remote working.Martina Hartner-TiefenthalerMelanie GoisaufCornelia GerdenitschSabine T. KoeszegiFrontiers Media S.A.articlenew ways of workingmanagerial controlinstitutional logicsinterview studypraxeological analytic approachpublic bureaucracyPsychologyBF1-990ENFrontiers in Psychology, Vol 12 (2021)
institution	DOAJ
collection	DOAJ
language	EN
topic	new ways of working managerial control institutional logics interview study praxeological analytic approach public bureaucracy Psychology BF1-990
spellingShingle	new ways of working managerial control institutional logics interview study praxeological analytic approach public bureaucracy Psychology BF1-990 Martina Hartner-Tiefenthaler Melanie Goisauf Cornelia Gerdenitsch Sabine T. Koeszegi Remote Working in a Public Bureaucracy: Redeveloping Practices of Managerial Control When Out of Sight
description	This article examines managerial control practices in a public bureaucracy at the moment of introducing remote work as part with a new ways of working (NWW) project. The qualitative study builds on 38 interviews with supervisors and subordinates conducted before the advent of COVID-19. By interpreting interviewees’ conversations about current and anticipated future work practices in the changing work setting, we reveal tacit and hidden practices of managerial control that are currently prevalent in many organizations introducing remote working. Three constitutive moments of the organization’s transformation to NWW are analytically distinguished: (i) how implicit becomes explicit, (ii) how collective becomes self, and (iii) how personal becomes impersonal. Our findings emphasize that the transition to NWW must take into account prevailing institutional logics and must reconnect to a fundamental and often neglected question: What does doing work mean within the particular organization? Negotiating this fundamental question might help to overcome supervisors’ uncertainties about managerial control and provide clarity to subordinates about what is expected from them while working remotely. Finally, we discuss how the transition to NWW may serve as both an opportunity and a potential threat to established organizational practices while highlighting the challenge supervisors face when the institutional logics conflict with remote working.
format	article
author	Martina Hartner-Tiefenthaler Melanie Goisauf Cornelia Gerdenitsch Sabine T. Koeszegi
author_facet	Martina Hartner-Tiefenthaler Melanie Goisauf Cornelia Gerdenitsch Sabine T. Koeszegi
author_sort	Martina Hartner-Tiefenthaler
title	Remote Working in a Public Bureaucracy: Redeveloping Practices of Managerial Control When Out of Sight
title_short	Remote Working in a Public Bureaucracy: Redeveloping Practices of Managerial Control When Out of Sight
title_full	Remote Working in a Public Bureaucracy: Redeveloping Practices of Managerial Control When Out of Sight
title_fullStr	Remote Working in a Public Bureaucracy: Redeveloping Practices of Managerial Control When Out of Sight
title_full_unstemmed	Remote Working in a Public Bureaucracy: Redeveloping Practices of Managerial Control When Out of Sight
title_sort	remote working in a public bureaucracy: redeveloping practices of managerial control when out of sight
publisher	Frontiers Media S.A.
publishDate	2021
url	https://doaj.org/article/6091026bf30d42bf8d60450de9420d60
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_version_	1718406267807989760

Remote Working in a Public Bureaucracy: Redeveloping Practices of Managerial Control When Out of Sight

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