Controlled by the algorithm, coached by the crowd – how HRM activities take shape on digital work platforms in the gig economy

Waldkirch, Matthias; Bucher, Eliane; Schou, Peter Kalum; Grünwald, Eduard

doi:10.1080/09585192.2021.1914129

Cited by 74 publications

(37 citation statements)

References 74 publications

(203 reference statements)

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“…More research is needed to understand the mechanisms by which gig workers attain new skills and secure projects that allow them to develop professionally. For example, Waldkirch et al (2021) showed how gig workers are trained and developed by the crowd of more experienced workers on digital platforms. Less experienced workers are mentored, provided support and encouragement, and given advice on how to improve their self-presentation and identify profitable niches.…”

Section: Adapting To Gig Work: Implications For Organizations and For...mentioning

confidence: 99%

The organizational psychology of gig work: An integrative conceptual review.

Cropanzano¹,

Keplinger²,

Lambert³

et al. 2023

Journal of Applied Psychology

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This article reviews the individual and organizational implications of gig work using the emerging psychological contract between gig workers and employing organizations as a lens. We first examine extant definitions of gig work and provide a conceptually clear definition. We then outline why both organizations and individuals may prefer gig work, offer an in-depth analysis of the ways in which the traditional psychological contract has been altered for both organizations and gig workers, and detail the impact of that new contract on gig workers. Specifically, organizations deconstruct jobs into standardized tasks and gig workers adapt by engaging in job crafting and work identity management. Second, organizational recruitment of gig workers alters the level and type of commitment gig workers feel toward an employing organization. Third, organizations use a variety of nontraditional practices to manage gig workers (e.g., including by digital algorithms) and gig workers adapt by balancing autonomy and dependence. Fourth, compensation tends to be project-based and typically lacks benefits, causing gig workers to learn to be a "jack-of-all-trades" and learn to deal with pay volatility. Fifth, organizational training of gig workers is limited, and they adapt by engaging in self-development. Sixth, gig workers develop alternative professional and social relationships to work in blended teams assembled by organizations and/or adapt to social isolation. Challenges associated with these practices and possible solutions are discussed, and we develop propositions for testing in future research. Finally, we highlight specific areas for further exploration in future research.

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Section: Adapting To Gig Work: Implications For Organizations and For...mentioning

confidence: 99%

The organizational psychology of gig work: An integrative conceptual review.

Cropanzano¹,

Keplinger²,

Lambert³

et al. 2023

Journal of Applied Psychology

View full text Add to dashboard Cite

show abstract

“…The HR architecture predicts that workers inside the organization's boundaries are core workers, and therefore subject to the HRM principles of the firm (Bowen & Ostroff, 2004;Lepak & Snell, 1999) Monitoring compliance with requesters' needs is core to HRM in OLPs. Gig workers in crowdwork platforms like Upwork and Fiverr are tightly controlled through algorithm-based appraisal systems (Sutherland et al, 2020;Wood et al, 2019b) and are subject to electronic surveillance (e.g., using screenshots) (Waldkirch et al, 2021).…”

Section: Olps Use Hybrid Hrm Systems To Manage Gig Workersmentioning

confidence: 99%

“…Monitoring compliance with requesters' needs is core to HRM in OLPs. Gig workers in crowdwork platforms like Upwork and Fiverr are tightly controlled through algorithm‐based appraisal systems (Sutherland et al, 2020; Wood et al, 2019b) and are subject to electronic surveillance (e.g., using screenshots) (Waldkirch et al, 2021). OLPs also use compliance‐based pay practices like piece‐based pay, and appraisal against strict pre‐set standards (e.g., degree to which a meal deliverer works during peak hours; Meijerink, Keegan, & Bondarouk, 2021; Veen et al, 2020).…”

Section: Realigning the Hr Architecture To Account For Olpsmentioning

confidence: 99%

Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors

Keegan

Meijerink

2022

Human Resource Management

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Given the widespread contribution of independent contractors to organizational innovation and competitive advantage, it is timely to reassess assumptions about the HRM practices appropriate to their management and the rationale for organizations to work with them. In the original and highly influential HR architecture model of Lepak and Snell (1999), contractor status is viewed as an outcome of the low value and/or low uniqueness of human capital resulting in the proposition to externalize and manage them using either none or minimal compliance-based HRM practices.Developments in digital technologies and algorithmic management epitomized by online labor platforms prompt us to reconsider these assumptions and to challenge the proposed links between value/uniqueness of human capital, employment mode and HRM practices that are assumed by the HR architecture model. Using insights from online labor platforms, we argue that the significant benefits to firms of working with contractors, coupled with the possibilities offered by algorithmic management to efficiently monitor and regulate their behavior, provide a compelling reason for organizations to choose external employment modes even when workers are key to value creation. We challenge the alignment and stability of the relationships proposed by the HR architecture model, and offer propositions to extend the model by reconsidering the rationale for, and nature of, HRM practices associated with contractors. This reassessment is both timely and relevant given the growing prominence of business models where externalizing workers is central alongside the development of new forms of algorithmic human resource management to control them.

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“…Access to information and the ability to use information technology effectively has also been linked to venture success by helping connect entrepreneurs to needed resources and networks (Audretsch & Belitski, 2017 ). Online platforms can offer a range of options — entrepreneurs on online crowdfunding platforms (e.g., Kickstarter, Kiva) and marketplaces (e.g., Etsy) need to learn to effectively navigate the platform to their advantage and attract potential customers and investors (Allison et al, 2015 ; Mollick, 2014 ; Waldkirch et al, 2021 ). Understanding how to explain their businesses and describe the help they need effectively in an online setting may seem like a staggering task for an overburdened entrepreneur.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Finally, we recognize that some of the factors hindering entrepreneurs from connecting with mentors may relate to entrepreneurs being overwhelmed by the platform, and not expecting to make a successful connection. The issue of "platform literacy" -learning to navigate the platform (Waldkirch et al, 2021(Waldkirch et al, , p.2659) is critical to finding success in a range of digital settings. Navigating networks effectively enables entrepreneurs to not only access relevant resources, but also provides them with the knowledge to use these resources effectively (Belitski and Büyükbalci, 2021;Elfring & Hulsink, 2003;Srećković, 2018).…”

Section: Verbal Persuasion To Help Entrepreneurs Use the Platformmentioning

confidence: 99%

Digital platforms and entrepreneurial support: a field experiment in online mentoring

2022

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The benefits of entrepreneurial mentorship are well documented, but there is limited research on how entrepreneurs connect with mentors, especially in digital settings. We partnered with an online platform that connects entrepreneurs to potential mentors to conduct a field experiment in online mentoring. Drawing on literature on entrepreneurial mentorship and Social Cognitive Theory, we compared the effects of three interventions on the likelihood of reaching out and making a connection with a mentor in a digital setting. We find that showing entrepreneurs a video of a successful mentor–mentee relationship increases the chances that they will reach out to a potential mentor but does not improve their chances of making a connection. These findings are more pronounced for female entrepreneurs. While not all entrepreneurs adopt the offered interventions, those that make the effort to learn to navigate the online platform and craft a suitable introductory message are successful in establishing a mentoring connection. We discuss these implications for both theory and practice.

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Controlled by the algorithm, coached by the crowd – how HRM activities take shape on digital work platforms in the gig economy

Cited by 74 publications

References 74 publications

The organizational psychology of gig work: An integrative conceptual review.

The organizational psychology of gig work: An integrative conceptual review.

Dynamism and realignment in the HR architecture: Online labor platform ecosystems and the key role of contractors

Digital platforms and entrepreneurial support: a field experiment in online mentoring

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