This paper examines the extent to which information technology deployed in work processes facilitates changes in forms of control and forms of organizing. A field study of a single organization that implemented information technology in its production process is presented as an empirical investigation of these issues. The findings indicate that information technology reinforced established forms of organizing and facilitated an intensification and fusion of existing mechanisms of control. While debunking the technological imperative once again, the results also provide a number of insights into the contradictory implications of computer-based work and control in organizations. In particular, the 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. These findings and their implications for forms of control, forms of organizing, and professional practice are discussed.