Roberto J. González on his book, Connected


Interview by Patricia G. Lange

Patricia G. Lange: According to your book, the people of the remote community of Talea in Oaxaca, Mexico have a saying that “a bad compromise is better than a good fight.” How does this maxim emblematically illuminate what it took to secure their right to be connected to mobile networks and the internet?

Roberto J. González: For almost a decade, villagers dreamed of being the first in northern Oaxaca to have cellular service. They repeatedly petitioned the big telecom firms Telcel and Movistar, and when these companies turned them down, they petitioned state and federal regulators, who weren’t any help either. Eventually, in 2012, villagers decided to work with Rhizomatica, an NGO dedicated to helping indigenous communities get connected, and together they were able to create their own non-commercial DIY cellular network. Like most fledgling technologies, it had glitches and limitations—but it worked.

Now, I suppose when Big Telecom denied them service and government regulators ignored them, Taleans could have occupied the state capital, or kidnapped government officials, or had a protest march or hunger strike. But instead of a fight, they decided to find a compromise, a nonconfrontational kind of direct action—building the community cellular network—which worked well for several years.

By 2014, some people began accusing those operating the network of mismanagement. In this case, in order to avoid a “good fight” that might have politically divided the pueblo, village authorities came up with a bad compromise: to give Movistar another chance to provide cellular service. The company accepted.

Patricia G. Lange: A key cultural characteristic that you focus on is Talean openness to outside ideas. The Taleans’ willingness to experiment with innovation seems to have ironically both spurred support for their community-based, autonomous network—and hastened its “downfall.” Given that Taleans ultimately abandoned their community cell network in favor of a major telecom company, what does it mean to say that they are “ecumenical when it comes to technology”? How was your perspective and analysis influenced by teaching in Silicon Valley?

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Michael Prentice’s Ranks and Files

My dissertation explored how corporate hierarchies are embedded within genres of communication in South Korea. I conducted fieldwork in the headquarters of one of Korea’s largest domestic steel conglomerates where I followed how top managers across expert departments controlled subsidiaries through different techniques. My main theoretical focus in the dissertation was connecting things happening in the “office,” like making PowerPoints and holding meetings, with our understanding of the nature of corporate entities themselves. Following how different departments drew on documents, systems, and projects, as modes of control, I made the broader claim that organizational borders take shape around the categories and pathways traced in different genres.

Page 99 interestingly lands directly on what I called the “pig’s feet” incident. It is one of a few places in the dissertation where I discuss hoesik (sounds close to “way chic”), one of the most visible genres of corporate culture in Korea. Hoesik refers to after-hours eating and drinking between coworkers or partners. The event at hand took place between two Human Resources teams, one from the headquarters and the other from a subsidiary. We met at a famous pig’s feet restaurant off of a back alley somewhere in Seoul. I described how the event brought together two teams through conviviality and consumption in which the overt hierarchical relations between their organizations would be momentarily set aside. It was a generally gregarious time, until an abrupt moment in which a mid-ranked manager from the subsidiary team brought up work. He lamented that the headquarters team made too many requests at the last minute. Interestingly, he directed this to the junior-most member from the headquarters, Ki-ho, who was responsible for collecting files from the subsidiaries. It was a strange encounter: Ki-ho was socially subordinate (in rank) but pragmatically superior (in terms of files). In the chapter, I used this incident to discuss the tension between rank hierarchies (which are made very explicit across speech, writing, and behavior), and organizational hierarchies (which are embedded into modes of knowledge production or even occluded altogether, like in group encounters). Hoesik is normally considered a domain outside of formal work itself, but I argue it was one social genre tied to a broader reorganization of corporate relations between the headquarters and subsidiaries.

Michael M. Prentice. 2017 “Ranks and Files: Corporate Hierarchies, Genres of Management, and Shifting Control in South Korea’s Corporate World.” Phd. Dissertation, University of Michigan.

Michael Prentice is currently a research fellow in the Digital Trust & Security program at the University of Manchester where he is researching cybersecurity issues in cross-cultural workplaces. His book manuscript explores how changes to reform historical issues of hierarchy in the Korean workplace are channeled through changes to communication and interaction. He received his PhD in anthropology from the University of Michigan in 2017. You can reach him by email at