Mellomledd i oppdragsmarkedet

Roverud, Liv Helene; Kjølvik, Tor Kristian; Nesheim, Torstein; Jesnes, Kristin

doi:10.18261/issn.1504-7989-2017-03-04

Cited by 2 publications

(1 citation statement)

References 10 publications

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“…Det er eksempelvis blitt mer vanlig å leie inn arbeidskraft og utkontraktere arbeidsoppgaver, en trend som er enda mer tydelig i andre OECD-land (Eurofond, 2017;Standing, 2011). Mangfoldet av tilknytningsformer øker stadig, også slik at den rent arbeidsrettslige tilknytningen blir mer uklar (Roverud, Kjølvik, Nesheim & Jesnes, 2017). I dette kapittelet tar vi utgangspunkt i en av de mange fasettene ved såkalt atypisk arbeid, nemlig norske virksomheters innleie av høykompetent arbeidskraft innenfor IT, det som til daglig kalles IT-konsulenter.…”

Section: Innledningunclassified

Gårsdagens suksess – morgendagens begrensning? Strategisk relevant handlingsrom: En rikere forståelse av leders handlingsrom

Bastesen¹,

Lange²

2020

Ledelse Av Mennesker I Det Nye Arbeidslivet

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Managerial discretion is said to be a fundamental condition for effective leadership. Studies of managerial discretion have to a large degree focused on the magnitude of managers’ discretion and how different factors influence managers’ perceived level of discretion (Hambrick, 2007; Hambrick & Finkelstein, 1987; Hutzschenreuter & Kleindienst, 2013). In this chapter, we argue that it is insufficient to study the size of managers’ room for discretion. We also need to understand the content included in leaders’ discretionary rooms. In a study of ten successful logistics companies, one of which was studied more in-depth, we find that the managers perceive their room for managerial discretion as large. However, the alternatives considered are to a large extent operational and short-term, at the expense of more long-term, strategically relevant alternatives facing future challenges. Hence, we develop the concept “strategically relevant managerial discretion”, which, in addition to the alternatives that managers are aware of and that are acceptable for the mangers’ stakeholders, also includes a new dimension: to what extent the alternatives are strategically relevant for future challenges. We conclude the chapter by pointing out interesting directions for future research, including a call for empirical studies of the conceptual model developed in this chapter.

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Section: Innledningunclassified

Gårsdagens suksess – morgendagens begrensning? Strategisk relevant handlingsrom: En rikere forståelse av leders handlingsrom

Bastesen¹,

Lange²

2020

Ledelse Av Mennesker I Det Nye Arbeidslivet

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Exploring New Intermediaries in the Labour Market

Nesheim¹,

Jesnes

2023

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New labour market intermediaries, such as those using digital platforms, are challenging not only temporary help agencies but also traditional employer–employee relationships. A new conceptual scheme is proposed to distinguish between three functions: a) allocating the work; b) entering into a contract with the worker; and c) managing and organizing the work. By using this scheme in a study of 11 intermediaries of knowledge-intensive work in Norway, we found that self-service platforms are insufficient and must be supplemented with active client involvement during several stages of the allocation process. Such active involvement is driven by the complexity of the assignments and the client’s uncertainty about job requirements. Regarding management of the work, our findings contrast both with the common perception of independent contractors’ work as self-directed and with the idea that an intermediary can use algorithms to manage work. In reality, the contractor's work is managed in very different ways. Our paper outlines several approaches that combine some or all of the three functions and adds to the literature by describing new forms of triangular work arrangements.

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Mellomledd i oppdragsmarkedet

Cited by 2 publications

References 10 publications

Gårsdagens suksess – morgendagens begrensning? Strategisk relevant handlingsrom: En rikere forståelse av leders handlingsrom

Gårsdagens suksess – morgendagens begrensning? Strategisk relevant handlingsrom: En rikere forståelse av leders handlingsrom

Exploring New Intermediaries in the Labour Market

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