Traditionally, manufacturing enterprises had been owned and controlled by individuals or families without any managerial revolution or management structure. Managerial revolution can be said to have begun in the mid 19th century when joint-stock companies began to emerge and over time increasing numbers of investors held a share of ownership and received a portion of the profits. With managerial revolution, companies no longer had a single owner and managers emerged to control business operations. Managerial revolution transformed the workplace and values other than profit entered into business calculations and there would be greater harmony between workers and executives.
Since most managers have become large stock holders the significance of the managerial revolution has been called into question. The managerial revolution represents the emergence of an institutional structure inherently superior for all times and places to that of decentralized ownership and market exchange in all its forms. Managerial revolution through which specific governments sought to control costs and increase governability in the public sector has been extended to NGOs.
revolution revisited: the moderating impact of top managers social class position -
Donald Palmer, Michael Maher, University of California, USA.
We categorize firms on the basis of the social class position of their top managers, focusing primarily on three types of firms, those run by: established capitalist owners, new capitalist owners and autonomous professional managers.
Loss of Shareholder
Control and the Managerial Revolution?Anders Brostrom, The Swedish Center
for Working Life
The debate on economic democracy has to some extent centered around the role of the mandators within the enterprise. This article discusses that thesis and claims that the company is still in the hands of the owners through delegation and proxy. There is no such thing as a managerial revolution.
On Ownership and
Membership- Yohanan Stryjan, Stockholm and Uppsala University.
The issue of ownership occupies a central place in research on selfmanagement. This preoccupation has all but relegated other, no less central elements of self-management to a residual role. The findings, buttressed by a theoretical review of the mandator approach and of the managerial revolution thesis, suggest that the conventional model of the self-managed enterprise as a 'firm owned by workers', is theoretically inconsistent and yields, where followed in practice, highly unsatisfactory results.
Managers after the era of organizational restructuring towards a second managerial revolution? Bill Martin.
Managers careers and career orientations have changed significantly since the era of organizational change that began around 20-30 years ago. This article focuses on how managers have responded to these changes.
A Marx for the Managerial Revolution: Habermas on Law and Democracy - Andrew Fraser
The early work of Jurgen Habermas stressed the corrosive effects of the state and the market on the socio-cultural life-world. There could be no administrative creation of meaning. His more recent work argues that the system can redeem itself without sacrificing the emancipatory interests of humanity. However, this shift does not represent an abandonment of the revolutionary project of critical theory.
The promises of managerial revolution theory - Nodoushani O.
Abstract: Posits that since the New Deal era, 1933-1940, the theory of managerial revolution has sparked tremendous debate concerning the governance of the USA's large corporations. Argues that an interpretation of The Modern Corporation and Private Property, within the context of other works by Adolf Berle and Gardiner Means, could raise profound insights in terms of a paradigm shift concerning the governance of big corporations in contemporary economy.
The Managerial Revolution - Porter, John W.
Abstract: Changing demographic, economic, social, and political conditions are forcing a managerial revolution upon the academy, resulting in an entirely new set of mechanisms being put into place to maintain credibility and survival.