The use of algorithmic management systems is rapidly changing organizational models and practices, as millions of workers in multiple sectors worldwide are managed by computer software. Despite receiving increasing academic interest, little summarizing literature exist on the ways algorithmic systems are used in management. This article aims to fill this gap by systematically reviewing and qualitatively analyzing 172 articles on the topic. Our research contributes to the existent algorithmic management literature in three ways. First, we provide a descriptive overview of algorithmic management as a field of research. Second, we identify and synthesize the discussion on the key concepts of the topic, namely how algorithmic management: (1) simultaneously restrains and enables workers’ autonomy—yet income dependency and other factors force inflexible work practices; (2) creates a complex, digital version of Taylorism; and (3) creates new and changes existing organizational power structures. Third, as our main theoretical contribution, we create the framework of Algorithmic Management Grid that demonstrates the ways in which organizations use algorithmic systems in management. The Algorithmic Management Grid illustrates how, in both novel and traditional organizational models, algorithmic management may be used with emphasis either on controlling or enabling workers. Based on the reviewed literature, we claim that so far, companies have mostly utilized algorithmic systems in a controlling manner, neglecting the technology’s enabling potential in organizing.

During the past decade, the 4th industrial revolution has been rapidly unfolding, with digitalization and automation affecting more and more functions and processes in organizations. The emergence of the new forms of work, powered by digital technologies, resulted in the novel approaches to management and leadership, where the algorithms are often mediating human managers. The adoption of such technologies has shaped organizational communication and the ways information flows. This chapter explores the changes of the on-going transformation of corporate communication, reflecting on the established management and Communicatively Constituted Organizations (CCO) theories. It presents and conceptualizes Digital Corporate Communication (DCC) as a part of the newly evolved algorithmic management and leadership practices in the era of digital economy.