
communication service providers and producers of cultural commodities, are increasingly
global, integrated and concentrated. Thus information practice is at the nexus o
contradictory trends towards
individualism
and corporate power, and the ideals and
romises of the information age must be understood within current structures o
information production and use.
The genesis of the information revolution may be located in the dawn of the industrial
age, when processes of production, distribution and consumption became increasingly
complex and geographically far-flung. Management and control of these industrial
rocesses required methodization of data creation, information management and decision
making. This methodization took the form of increasingly refined bureaucratic practice.
Bureaucracy consists essentially of two processes. The first is rationality in which
activities, entities and decision processes are abstracted and formalized into information
systems. Information production is largely the representation and formalization o
henomena. That is, phenomena are examined and evaluated according to their role in a
articular rational process. Some ontological model is applied to the phenomenon to
articulate it into constituent parts. Decisions are made regarding which parts are
important enough to note and record, and what formal relations hold among those parts.
This involves judgments that are informed not only by explicit, goal-oriented criteria, but
also by deeply held and unexamined cultural beliefs. The second essential structure o
ureaucracy is specialization, in which decisionmaking power is assigned to particular
organizational nodes, and communication flow is channeled and restricted to those nodes.
These three facets of information—its administrative purpose, its inherent valuation and
representation of subjects, and its unequal distribution—make information production
and processing a focus of struggles over representation and power.
The use of information technologies such as wireless phones, hand-held computers and
remote access to databases and services via the World Wide Web has made it possible for
many workers and consumers to free themselves from the geographic bounds of the
office and the shopping
mall
. However, as those technologies transgress geographic
ounds, they extend administrative bounds. Workers and consumers alike become subject
to oversight as their location and activities are tracked through their media use. This
information then becomes the property of the overseer, and may be used to rationalize the
roduction and consumption processes in ways which benefit capital. In the case of the
management/labor relationship, the information may be used to extract from workers
their knowledge of how to do things, and formalize that knowledge into automated
“expert systems,” thus transferring to capital the embodied assets of labor. Similar
rocesses occur when consumer data is collected, evaluated and manipulated into
demographics and patterns of consumption. In each case, management has greater access
to knowledge about a population than that population itself has. In addition to the
modeling of the activities of a subject population, information and surveillance are used
to act upon individuals in that population—to control the flow of work to individuals, to
trigger fraud control processes in credit-card systems, to offer (or to choose not to offer)
discounts on purchases, etc. In these ways, information is used both to model human
Encyclopedia of Contemporary American Culture 586