建筑设计与管理控制:列斐伏尔、拉图尔与入学过程

IF 3.3 3区 管理学 Q2 MANAGEMENT
Jenn McArthur, Stephen Dunne, Sarah Birrell Ivory
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引用次数: 0

摘要

关于建筑的组织学术研究通常采用亨利-勒菲弗尔(Henri Lefebvre)的构想、感知和生活框架。凯伦-戴尔(Karen Dale)和吉布森-布瑞尔(Gibson Burrell)是其中最著名的两位,他们说明了建筑设计是如何利用上述每一个要素,通过 "陶醉"、"安置 "和 "颁布 "的过程来施加管理控制的。尽管这一 "3E 框架 "在现代和后现代时期的建筑中得到了有效应用,但在当前以居住者为中心的设计时期,其弱点就显现出来了。借鉴行动者网络理论(Actor Network Theory)关于翻译的论述,我们提出了 "注册"(enrollment)--第四个 "E"--使我们能够更好地捕捉到以居住者为中心的设计时期空间控制的本质。我们的 4E 扩展空间控制框架承认了列斐伏尔最初观察到的紧张关系,这些紧张关系被戴尔和伯雷尔在其他方面极具影响力的著作所掩盖。这一扩展框架还增强了我们对现代和后现代时期的理解:我们认为,上个世纪占主导地位的建筑运动都参与了社会政治理想的递归注册。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Architectural design and managerial control: Lefebvre, Latour and the process of enrollment
Organizational scholarship on architecture often applies Henri Lefebvre’s conceived, perceived, and lived framework. Karen Dale and Gibson Burrell, most notably, have illustrated how architectural design exploits each of these, exerting managerial control through processes of enchantment, emplacement, and enactment. Although this “3E framework” has been productively applied to buildings from the modern and postmodern periods, its weaknesses become apparent in the current occupant-centric design period. Drawing on Actor Network Theory’s account of translation, we propose enrollment—a 4th “E”—which enables us to better capture the nature of spatial control in the occupant-centric design period. Our 4E expanded spatial control framework recognizes the tensions that Lefebvre originally observed, tensions concealed by Dale and Burrell’s otherwise rightly influential work. This expanded framework also augments our understanding of modern and postmodern periods: the dominant Building Movements of the past Century, we claim, have each engaged in a recursive enrollment of socio-political ideals.
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来源期刊
Organization
Organization MANAGEMENT-
CiteScore
8.00
自引率
6.70%
发文量
53
期刊介绍: The journal encompasses the full range of key theoretical, methodological and substantive debates and developments in organizational analysis, broadly conceived, identifying and assessing their impacts on organizational practices worldwide. Alongside more micro-processual analyses, it particularly encourages attention to the links between intellectual developments, changes in organizational forms and practices, and broader social, cultural and institutional transformations.
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