Orlikowski, W. J. (1991). "Integrated Information Environment or Matrix of Control? The Contradictory Implications of Information Technology." Accounting Managment and Information, 1: 9-42.

She found that in a field study implementation of a new information technology at an accounting firm merely reinforced established forms of organizing and facilitated an intensification and fusion of existing methods of control. In particular, this paper shows that when information technology mediates work processes, it creates an information environment, which while it may facilitate integrated and flexible operations, may also enable a disciplinary matrix of knowledge and power.

Control can occur through both the technical and social structure of an organization, as well as through culture. It can also occur through external forces such as professional control.

In this study she observed a consulting firm. It had one form of systematic control in the form of hierarchy and career path. They also control through extensive socilization of college graduates, and through impression management.

With the addition of new software tools, consultants and managers discretion over production work changed. They had less choice on what tools to use in a project, or could modify them to fit the situation. The tools also deskilled the consultants by not having them learn technical knowledge. The new recruits (much cheaper) take the new tools for granted without questioning them.

The productivity tools also allow management greater supervision and monitoring over work.

So previously the consultants and manager's had some leeway withe production rules, as they were socially constructed. By moving them to the machine, they lost some discretion in interpreting and applying the production rules. Breaching production rules is now more difficult.

It suggests that incorporating production rules into machines will make them more difficult to remove.