Employment organization and innovation—Flexibility and security in ‘virtualized’ companies

The bright and dark side of smart working in the public sector: employees' experiences before and during COVID-19

“…The third factor is a new cultural approach to HR management. Digital transformation has significantly affected organizational processes, transforming how managers organize, train and motivate employees (Kratzer, 2005;Stone et al, 2015). Furthermore, according to different authors (Felstead and Henseke, 2017;Mari et al, 2021), smart working has revolutionized the concept of Tayloristic work.…”

“…The creation of a pluralistic and flexible organization made it possible to examine more closely how employees' work performance was evolving. This functional and organizational flexibility also results in highly versatile skills among workers, offering greater autonomy to both managers and employees (Bednar and Welch, 2020;Brunetto and Beattie, 2020;Crowley and Doran, 2020;Kratzer, 2005), improve conditions for WLB and employee well-being (Grant et al, 2013;Sewell and Taskin, 2015), decentralize decisionmaking processes (Tomo et al, 2020) and empower workers by sharing clear and defined objectives and increasing their responsibilities (Sewell and Taskin, 2015). However, some authors have highlighted some critical aspects concerning employees' satisfaction deriving from the flexibility, guaranteed by remote working: a productive employee who is not satisfied with the conciliation possibilities in terms of WLB provided by organizational flexibility is less inclined to remain in the same workplace (Rainero andModarelli, 2021, Tessema et al, 2022).…”

“…The creation of a pluralistic and flexible organization made it possible to examine more closely how employees' work performance was evolving. This functional and organizational flexibility also results in highly versatile skills among workers, offering greater autonomy to both managers and employees (Bednar and Welch, 2020; Brunetto and Beattie, 2020; Crowley and Doran, 2020; Kratzer, 2005), improve conditions for WLB and employee well-being (Grant et al. , 2013; Sewell and Taskin, 2015), decentralize decision-making processes (Tomo et al.…”

Transformational Crisis: Difficult Road towards Information Capitalism

“…) A viharosan fejlődő információs technológia (és nyomában a nano-, bio-és egyéb radikálisan új technológiák) a vállalatokat állandó innovációra kényszeríti, ami megint csak aláássa a stabilitást, és a gazdaság minden részvevőjétől rugalmasságot követel. Szoros kapcsolat van a sűrűsödő innovációk, a fentebb leírt rugalmas háló-zatos szervezet, illetve a rugalmas munkaviszonyok között (Kratzer 2005). A folyamatosan átalakuló vállalati konfigurációk értelemszerűen rugalmas munkaerőt kö vetelnek, mind szélesebb kör számára vége az életre szóló foglalkoztatásnak.…”

Kontrolle und Autonomie in der selbstorganisierenden Unternehmung: zum Post-Industriellen Strukturwandel des Arbeitsprozesses.

“…Another useful concept in approaching the selfmanaging firm is the "marketization" of the company (see Moldaschl/Sauer, 2000;Peters/Sauer, 2005;Kratzer, 2005), meaning the reversal of the Fordist relationship of company and market (see discussion of Institutional Economics above). Whereas in Fordism protection from market pressures was seen as critical in efficient production, it is now thought, on the contrary, that the "market" must be extended into every corner of the company.…”