Skip to main content
SpringerLink
Log in

Polyarchy as an alternative

  • Chapter
When Managers Rebel

Abstract

Manager rebellion can be seen in another light by analyzing the company in terms of a political regime, in which power is held temporarily, is contingent on issues that are debated, decisions that are made and consequences of actions that have been taken, and which is a scarce resource distributed unequally between individuals, groups and units who compete with one another.1

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
eBook
USD 19.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 29.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 44.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Notes

  1. S. R. Clegg, D. Courpasson and N. Philips, Power and organization, London, Sage, 2006.

    Google Scholar 

  2. J. G. March, The business firm as a political coalition, Journal of politics, 24: 662–78, 1962.

    Article  Google Scholar 

  3. A.S. Tannenbaum, Control and effectiveness in a voluntary organization, American journal of sociology, (67) 1, July 1961.

    Google Scholar 

  4. R. A. Dahl, A preface to democratic theory, Chicago, University of Chicago Press, 1956.

    Google Scholar 

  5. C. Mouffe, The democratic paradox, London, Verso, 2009.

    Google Scholar 

  6. C. Ciborra, The knowledge creating company, Oxford University Press, 1996.

    Google Scholar 

  7. J. G. March, Decisions and organizations, Oxford, Blackwell, 1988.

    Google Scholar 

  8. J. D. Reynaud, Les Règles du jeu: L’action collective et la régulation sociale, Paris, Armand Colin, 1997.

    Google Scholar 

  9. G. De Terssac, L’autonomie au travail, Paris, Presses Universitaires de France, 1992.

    Google Scholar 

  10. R. Semler, Maverick: The success story behind the world’s most unusual workplace, New York, Warner Books, 1995.

    Google Scholar 

  11. J. C. Thoenig and C. Waldman, The marking enterprise: Business success and societal impact, London, Palgrave Macmillan, 2007.

    Google Scholar 

  12. D. E. Meyerson and M. A. Scully, Tempered radicalism and the politics of ambivalence and change, Organization science, 6 (5): 585–600, 1995.

    Article  Google Scholar 

  13. R. K. Merton, Sociological ambivalence and other essays, New York, Free Press, 1976.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. EMLYON Business School, France

    David Courpasson (Professor in Organizational Sociology)

  2. University Paris-Dauphine and CNRS, INSEAD, France

    Jean-Claude Thoenig (Research Director, Professor)

Authors
  1. David Courpasson
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Jean-Claude Thoenig
    View author publications

    You can also search for this author in PubMed Google Scholar

Copyright information

© 2010 David Courpasson & Jean-Claude Thoenig

About this chapter

Cite this chapter

Courpasson, D., Thoenig, JC. (2010). Polyarchy as an alternative. In: When Managers Rebel. Palgrave Macmillan, London. https://doi.org/10.1057/9780230289932_9

Download citation

Publish with us

Policies and ethics

Search

Navigation