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With the shift from an industrial to a knowledge economy, organization theorists continue to address the role and nature of control in organizational structure. The continuing utility of bureaucracy in new organizational forms was a focal point for this discussion. Research on this shift contributes to the ongoing debate on the role of ethics in bureaucratic and post-bureaucratic organizations. This paper suggested that the work of the artist Joseph Cornell provides a visual representation of the dimensions of this debate. First, the paper introduced Cornell to the reader. Next, the paper reviewed the research on bureaucratic and post-bureaucratic organizations with a focus on ethics, control, and enchantment in organizations. To provide visual reflections of the literature, this paper embedded examples of Cornell’s works throughout the discussion. Cornell’s art not only provides representations of these organizational forms, but also demonstrates how conflicts of an artist capture the development of thought within this area of organizational analysis.

Bureaucratic power – the power derived from the formal authority of the bureaucratic organization – has become a central organizing mechanism in modern societies. In this study, we develop theoretical arguments to identify institutional sources as well as limitations of bureaucratic power. We argue that the very institutional sources of bureaucratic power also cultivate the countervailing forces that set limit to the exercise of bureaucratic power in formal organizations. These arguments and considerations are illustrated in two case studies of the “inspection and appraisal” processes in the Chinese bureaucracy. Our study raises issues about organizational isomorphism and calls for a closer look at the behavioral patterns in organizational processes.

The purpose of this paper is to develop and test theory-driven hypothesis on trade costs’ effect of logistics performance (LP) and bureaucratic efficiency, primarily from SAARC (South Asian Association for Regional Cooperation) perspective.

The paper develops hypothesis based on the review of the literature and theory linking LP, trade costs and institutions. The authors test the hypothesis using secondary data sources: World Bank-UNESCAP trade costs database, World Bank Logistics Performance Index (LPI) and Political Risk Service's Political Risk Rating. Fixed-effect approach is used to test the hypothesis.

The influential role of bureaucratic quality on relationship between LPI and South Asian trade costs (inter-SAARC and intra-SAARC) is evident. The results also point out that bureaucratic quality also conditions the effect of different dimensions of LPI on South Asian trade costs. Further, it is found that bureaucratic inefficiency mitigates the effects of LPI on South Asia's trade costs with its proximate trading partners APEC (Asia–Pacific Economic Cooperation) and ASEAN (Association of Southeast Asia Nations).

The analysis is conducted using short span of data. With the availability of long span of data, the understanding of the relationship studies in this paper will improve.

The results suggests policymakers to improve bureaucratic efficiency for utilizing the full potential effect of LPI in deceasing trade costs. The study inspires businesses to act and advocate in favor of reforms in governance system.

This paper is among the first, which investigates the possibility that the relationship between LPI and trade costs depends on the bureaucratic efficiency. It provides a more detailed description of the LPI-trade costs relationship.

This aim of the paper is to explore regenerative work supporting employees' personal development and, thus, sustainable coping capacity in the post‐bureaucratic transition.

A comprehensive literature review was carried out to build a theoretical framework on regenerative work. Two case studies with an interpretative, action research approach provide empirical examples. Qualitative semi‐structured interviews and participative observations were carried out.

The case studies indicate that the regenerative potential of work is threatened by the unbalanced nature of the post‐bureaucratic transition. Confined bureaucratic work is changing into more complex and boundaryless post‐bureaucratic work. However, organizational practices are still founded on the bureaucratic mentality emphasizing impersonality, pre‐planning, and rigid top‐down use of power. Post‐bureaucratic work realities exist in bureaucratic work organizations; the clashes between the two mentalities lead to human resources consumption rather than their regeneration.

As the paper is founded on only two case studies, further research should be carried out on the inconsistencies between the nature of work and organizational practices regulating work.

The paper outlines alternative post‐bureaucratic approaches to organizing; post‐bureaucratic organizational values and structures are depicted, employees' autonomy and interconnectedness are discussed as the elements of a post‐bureaucratic organization.

It is shown how the post‐bureaucratic transition proceeds in an unbalanced manner such that daily work activities are more influenced by the post‐bureaucratic approach while the solutions for organizing still rely on the bureaucratic mentality. The proposed theoretical model on regenerative work outlines the kind of work experiences leading to employees' sustainable well‐being.

This study aims to address how and why do formal key account management (KAM) programmes hinder effective KAM management, and how can the problems of formalization in KAM be overcome. Recent empirical studies have reported an unexpected negative relationship between KAM formalization and performance.

An 18-month (340 days) ethnographic investigation was undertaken in the UK-based subsidiary of a major US sports goods manufacturer. This ethnographic evidence was triangulated with 113 in-depth interviews.

This study identifies how and why managerial reflexivity allows a more effectively combining of formal and post-bureaucratic KAM practices. While formal KAM programmes provide a means to initiate, implement and control KAM, they have an unintended consequence of increasing organizational bureaucracy, which may in the long-run hinder the KAM effectiveness. Heightened reflexivity, including “wayfinding”, is identified as a means to overcome many of these challenges, allowing for reflexively combining formal with post-bureaucratic KAM practices.

The thesis of this paper starts a new line of reflexive KAM research, which draws theoretical influences from the post-bureaucratic turn in management studies.

This study seeks to increase KAM implementation success rates and long-term effectiveness of KAM by conceptualizing the new possibilities offered by reflexive KAM. This study demonstrates how reflexive skills (conceptualized as “KAM wayfinding”) can be deployed during KAM implementation and for its continual improvement. Further, the study identifies how KAM programmes can be used to train organizational learning regarding KAM. Furthermore, this study identifies how and why post-bureaucratic KAM can offer additional benefits after an organization has learned key KAM capabilities.

A new line of enquiry is identified: the reflexive-turn in KAM. This theoretical position allows us to identify existing weakness in the extant KAM literature, and to show a practical means to improve the effectiveness of KAM. This concerns, in particular, the importance of managerial reflexivity and KAM wayfinding as a means to balance the strengths and weaknesses of formal and post-bureaucratic KAM.

In 2019, civil servants in Hong Kong publicly protested against their government as part of the anti-extradition bill movement. This study aims to understand how civil servants formed their support to the movement despite a deep-rooted bureaucratic culture. The authors argue that moral values (e.g. impartiality and integrity) and aspirations to liberal democracy are powerful motivations that override bureaucratic values (e.g. political neutrality and political loyalty) in the context of social movement.

Based on a protest on-site survey (n = 277), this study analyzes the relationship between civil servants’ value orientations and their political demands and actions.

Regression analyses show that civil servants’ consideration of moral values relates positively to support to investigative demands, while a more liberal orientation predicts greater support to consequential demands and action intentions. A moderation effect is found in which greater consideration of moral values attenuates the negative effect of bureaucratic values on the support to both types of demands. In addition, the two types of values interact with each other to influence support to consequential demands, which, in turn, predicts willingness to further political actions.

This study seizes a valuable opportunity to examine the political participation of civil servants in Hong Kong. As Hong Kong and the civil service system face tightening authoritarian controls, the findings shed light on the dynamics of moral values, bureaucratic values and liberal orientation in motivating resistance among civil servants.

The purpose of this paper is to examine how policy instability is priced in interest rates. Policy instability refers to the likelihood that the current policy will be changed in the future in the absence of political power shifts.

Chinese government’s experimental policy-making approach provides an ideal set of frequent policy flip-flops which allows us to identify the effect of policy changes.

Conditional on the bureaucratic quality of policymaking, a good-quality policy reversal is related to reductions in interest rate term spread and volatility; a bad-quality policy reversal is related to increases in the spread and volatility. The bureaucratic quality is multi-dimensional and the moderating effect is stronger on interest rates when it is measured more precisely.

First, we can use the interest rate dynamics to infer the policy risk premium, which is a more objective market indicator of the bureaucratic quality of the policy change. Second, the study is among the first that documents the pricing of policy instability can be moderated by the bureaucratic quality. The results indicate that it is important for a government to be responsive and consistent in liberalizing the financial market. It will lead to reduced cost of capital and volatility for investors and firms in the economy. Third, given that the bureaucratic quality is multi-dimensional and produces stronger impact jointly, a country shall continue to improve on different aspects of the bureaucratic quality. Although the study is based on the empirical evidence from Chinese policy environment, the results can be broadly applied to any developing economies that intend to liberalize the market to spur economic growth.

Studies which hate examined relations between the organizational orientations of professionals, who work in bureaucracies, and measures of professionalism hate produced inconsistent and inconclusive findings. The results remain equivocal partly because restricted statistical techniques have been used and because studies have failed to differentiate between the structural and attitudinal components of professionalism. In the present study regression surface analysis was used to investigate relations between the bureaucratic orientations of 230 secondary school teachers and their professional attitudes at different levels of autonomy. The Jackknife technique was used to adjust the significance levels in the analysis. Bureaucratic orientations and autonomy had significant linear and curvilinear relations with attitude measures of ideal of service and dedication to teaching. Although the regression surfaces differed between female and male teachers, they showed that at each level of bureaucratic orientation increases in professional attitudes were associated with increases in the amount of autonomy allowed teachers. That is, bureaucratic orientations and the professional attitudes of teachers need not be in conflict if schools increase the autonomy allowed teachers.

Research on racial inequality in organizations typically (1) assumes constraining effects of bureaucratic structure on the capacity of powerful actors to discriminate or (2) reverts to individualistic interpretations emphasizing implicit biases or self-expressed motivations of gatekeepers. Such orientations are theoretically problematic because they ignore how bureaucratic structures and practices are immersed within and permeated by culturally normative racial meanings and hierarchies. This decoupling ultimately provides a protective, legitimating umbrella for organizational practices and gatekeeping actors – an umbrella under which differential treatment is enabled and discursively portrayed as meritocratic or even organizationally good. In this chapter, we develop a race-centered conception of organizational practices by drawing from a sample of over 100 content-coded workplace discrimination cases and analyzing both discriminatory encounters and employer justifications for inequality-generating conduct. Results show three non-mutually exclusive patterns that highlight the fundamentally racial character of organizations: (1) the racialization of bureaucracies themselves via the organizational valuation and pursuit of “ideal workers,” (2) the ostensibly bureaucratic and neutral, yet inequitable, policing of minority worker performance, and; (3) the everyday enforcement of racial status boundaries through harassment on the job, protection afforded to perpetrators, and bureaucratically enforced retaliation aimed at victims. The permeation of race-laden presumptions into organizations, their activation relative to oversight and bureaucratic policing, and the invoking of colorblind bureaucratic discourses and policies to legitimate discriminatory conduct are crucial to understanding the organizational dimensions of racial inequality production. We end by discussing the implications of our argument and results for future theory and research.

Public sector reforms of recent decades in Europe have promoted managerialism and aimed at introducing private sector thinking and practices. However, with regard to public sector executives’ self-understanding, managerial role identities have not replaced bureaucratic ones; rather, components from both paradigms were combined. In this chapter, we introduce a bi-dimensional identity approach (attitudes and practices) that allows for different combinations and forms of hybridity. Empirically, we explore the role identities of public sector executives across Europe, building on survey data from over 7,000 top public officials in 19 countries (COCOPS survey). We identify country-level profiles, as well as patterns across countries, and find that administrative traditions can account for these profiles and patterns only to a limited extent. Rather, they have to be complemented by factors such as stability of the institutional environment (indicating lower shares of hybrid combinations) or extent of reform pressures (indicating higher shares of hybrid combinations).