Although the domain of labour process research is vast, few studies analyse compliance among managers. This article advances a neglected strand of analysis, focusing on how firms shape managerial actions. Organizational goals, such as downsizing, intensification, and reskilling, demand that professional managers cooperate and act in accordance with firm objectives, at times even at personal cost to themselves. To theorize this, I use the case of information technology (IT) firms in India that recently shed a large number of managerial jobs, fostering an environment of insecurity. Those who lost their jobs were positioned between lower-level employees and top management. Drawing on qualitative fieldwork, I contribute a two-part framing that theorizes the dualities of the managerial subject position and how it is instrumentalized. The article foregrounds the intersection of managerial insecurity and managerial hierarchy, emphasizing how firms utilize these to meet organizational goals.
This article contributes to debates on the financialization of global South economies by looking closely at how India's real estate markets became entwined with global financial networks. We offer an analytical frame that centers on the strategies of global finance and its ability to transform its form and mode of operation when faced with a supposed ‘limit’, both spatially and temporally. Finance capital, we argue, derives its power from working with state actors and ambitious borrowers—across borders, sectors and conditions—to spawn new investment opportunities and, over time, a financialized type of urban transformation. In 2005, India deregulated foreign investment into land and real estate, a watershed moment that radically altered the financial and urban speculative logics of the sector. Private equity firms made vast investments into urban projects, anticipating massive returns, and even though the bubble quickly burst, India continues to attract finance capital. We explain this conundrum by tracking the new techniques and investment tools of private equity (‘following the financial strategy’), arguing for an analytical approach attuned to the relentless dynamism and hyper‐mobility of finance capital (an ‘inter‐scalar and conjunctural dynamics approach’).
There has been an explosion of scholarship on platform capitalism, with scholars identifying emergent labor practices, organizational forms, and business models. There is broad agreement that successful platform companies quickly dominate their markets, and winner-takes-all scenarios are common. However, market domination should not only be viewed as a condition but also as a process that is defined by specific drivers and practices. With regard to rapid expansion, much is said about network effects and data-intensive business models that are fueled by speculative logics as well as weak regulatory mechanisms. 1 advance the discussion on expansion and hyper-scalability by focusing on the transformation in underlying computing arrangements that shape the growth of platform-based companies. This article establishes cloud computing arrangements as setting the foundational sociotechnical infrastructure that drives rapid expansion.
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