When Old Logics and New Work Clash: Overmanagement as a Response to Conflicting Management Models

Abstract

Evolution of management models is often accompanied by conflicts, failure and cycles of adaptation. What is less well understood is the co-existence of two conflicting management models, which can lead the organization to “hoard” systems, processes, roles, and practices from the new and the old, resulting in an overlap of the models. Based on our qualitative, inductive case study at a large Finnish telecommunications hardware and software provider, we propose a model that shows how conflicting management models lead to overmanagement and contradicting demands. We contribute to research on management models by detailing what can happen in the critical transition period when two management models not only overlap, but compete. Further, we describe the effect of over-management on the individual by highlighting how employees use five behaviors to cope with the conflicting demands. Finally, we add empirical insight to research on how technology disrupts management models and organizational practices.