Jonathan H. Turner, Jeffrey Alexander, Kenneth D. Bailey (dir.), Handbook of Sociological Theory

©Jonathan H. Turner, Jeffrey Alexander, Kenneth D. Bailey (dir.), Handbook of Sociological Theory, New York, Kluwer academic, Plenum Publishers, 2001, p. 745

Cecilia L. Ridgeway, Inequality, Status, and the Construction of Status Beliefs

Jörg Rôssel and Randal Collins, Conflict theory and interaction Rituals ; the micro foundations of conflict theory

Siegwart Lindenberg, « Social rationality versus Rational egoism »

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Jörg Rôssel and Randal Collins, Conflict theory and interaction Rituals ; the micro foundations of conflict theory

©Jörg Rôssel and Randal Collins, Conflict theory and interaction Rituals ; the micro foundations of conflict theory, in Jonathan H. Turner, Jeffrey Alexander, Kenneth D. Bailey (dir.), Handbook of Sociological Theory, New York, Kluwer academic, Plenum Publishers, 2001, pp. 509-531

“A good starting point for the analysis of structures of control in organizations is Amitai Etziono’s model of types of control and sanctions. He differentiates between three types of control and their respective types of sanction: first, control by physical coercion; second control by material rewards; and third, control by normative integration (Etzioni, 1975). These types of organizational control lead to specific types of motivation and avoidance behavior: people controlled by physical coercion will react with resistance, if it is possible and if not, with alienation and passivity; control through material rewards leads to acquisitive and calculative behavior: internalization of organizational goals and norms produces intrinsic motivations of organization members to work for the organizational goals. These different motivations of organizations members to work for the organizational goals. These different types of control can be used only under certain conditions. Coercive control is only useful in controlling crude physical labor that needs very little initiative and motivation; monetary control is suitable for controlling steady, routinized process of production, as in classical mass production industries; activities needing a certain amount of initiative and intrinsic motivation can only be controlled by a kind of normative integration.” p.521C.f.: Etzioni, A. (1975). A comparative analysis of complex organizations: On power, involvement and their correlates. NY: Free press