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Virtual workforces and the shifting frontier of control

Brown, Kerry A., Royer, Susanne, Waterhouse, Jennifer M., & Ridge, Stacy R. (2005) Virtual workforces and the shifting frontier of control. Journal of Industrial Relations, 47(3), pp. 310-325.

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Abstract

Adopting a networked organisational model is argued to improve organisational performance mainly by providing opportunities for innovation and creativity. The model is premised on introducing a range of Information and Communication Technologies into the work environment. ICTs establish a fundamentally different interface between workers and their tasks and also connect managers and workers in new ways that require a reconceptualisation of labour management relations. This process, in turn, necessitates adapting existing organisational arrangements such as the division of labour and traditional managerial practices to account for changes in the way work is scheduled and organized and the way workers are managed. It is argued that organisations implementing such new organisational forms create non-traditional boundaries and fewer bureaucratic structures through the formation of networks. These network arrangements may present an opportunity for a shift in the labour management control nexus.

Impact and interest:

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ID Code: 4830
Item Type: Journal Article
Keywords: Virtual Workforce, Nteworked Organization, Industrial Relations
DOI: 10.1111/j.1472-9296.2005.00171.x
ISSN: 1472-9296
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Industrial Relations (150306)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Past > QUT Faculties & Divisions > Faculty of Science and Technology
Past > Schools > Mathematical Sciences
Copyright Owner: Copyright 2005 Sage Publications
Copyright Statement: Reproduced in accordance with the copyright policy of the publisher.
Deposited On: 22 Aug 2006
Last Modified: 29 Feb 2012 23:11

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