Rigidities through flexibility: flexible labour and the rise of management bureaucracies

Kleinknecht, Alfred; Kwee, Zenlin; Budyanto, Lilyana

doi:10.1093/cje/bev056

Cited by 34 publications

(25 citation statements)

References 21 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In their extensive study of organizational-level employment practices, Kleinknecht, Kwee & Budyanto (2016) found that deregulated labour markets tend to have 'thicker' and more ridged management structures than normal workplaces:…”

Section: More Management Not Lessmentioning

confidence: 99%

“…Perhaps it is here that the promise of full autonomy pledged in the name of human capital is truly betrayed. In their extensive study of organizational-level employment practices, Kleinknecht, Kwee, and Budyanto (2016) found that deregulated labour markets tend to have ‘thicker’ and more ridged management structures than normal workplaces: ‘organisations employing high shares of flexible workers have higher shares of managers in their personnel. We argue that flexibility in labour markets (i.e.…”

Section: The Poverty Of Human Capital Theorymentioning

confidence: 99%

See 1 more Smart Citation

The Human Capital Hoax: Work, Debt and Insecurity in the Era of Uberization

Fleming

2017

Organization Studies

344

230

View full text Add to dashboard Cite

This is the accepted version of the paper.This version of the publication may differ from the final published version. This essay argues the opposite. Human capital theory implies that employees should bear the costs (and benefits) of their investment. Highly individualized training and work practices are an inevitable corollary. Self-employment, portfolio careers, the 'gig economy' and ondemand business models (including Uber and Deliveroo) faithfully reflect the assumptions that inform human capital theory. I term this the radical responsibilization of the workforce and link it to growing economic insecurity, low productivity, diminished autonomy and worrying levels of personal debt. The essay concludes by proposing some possible solutions. Permanent repository link

show abstract

Section: More Management Not Lessmentioning

confidence: 99%

Section: The Poverty Of Human Capital Theorymentioning

confidence: 99%

The Human Capital Hoax: Work, Debt and Insecurity in the Era of Uberization

Fleming

2017

Organization Studies

344

230

View full text Add to dashboard Cite

show abstract

“…Employees' exiting and entering organizations may indeed have positive effects on society and employees, including greater labour market efficiency (Berglund 2007), improved working conditions (De Lange, De Witte, and Notelaers 2008), positive developments related to employee well-being and stress (Liljegren and Ekberg 2008), and increased compensation (Reichelt and Abraham 2017). For the organization, high employee turnover may be more negative (Abbasi and Hollman 2000;Kleinknecht, Kwee, and Budyanto 2016), although this depends on who leaves and why (Connolly 2018;Hausknecht and Holwerda 2013). Even so, turnover is almost always costly (e.g.…”

Section: Introductionmentioning

confidence: 99%

Public sector managers: the decision to leave or remain in a job

Cregård

Corin

2019

Human Resource Development International

View full text Add to dashboard Cite

The public sector faces a grave problem as far as managerial retention as the result of the increasing number of retirements and of voluntary resignations. Despite the vital interest in managerial turnover in the public sector, research is scarce. This study, which increases our understanding of why public sector managers leave their positions, takes a qualitative and narrative research approach in examining voluntary turnover. Interviews were conducted with operations managers (in education, social care, and technical activities) at three Swedish municipalities. We identify a multitude of environment push and pull factors with a focus on administrative support, supervisory support and illegitimate tasks. The narratives of managerial turnover reveal the complexity of the decision to leave or remain in a job, containing a mixture of push and pull factors, negative feelings, unmet expectations and extraordinary events. Three possible HRD actions to decrease undesirable managerial turnover are identified: rework organizational structures; remodel job characteristics; and reexamine managerial turnover decisions as a long and complex process. Our hope is that the findings are used for ultimately create healthy organizations.

show abstract

“…• Perceived over-complexity and over-turbulence often render socio-economic CAS counter-productive indeed, generating individual and systemic rigidities through adverse cognitive conditions and too low general trust, entailing reduced innovation or flawed or pseudo innovation, often with high social costs (e.g., Vega-Redondo, 2013;Kleinknecht et al, 2015;Grant, Moses, 2017;Lueders et al (Eds. ), 2017;Sautua, 2017), while sufficient stability levels would provide conditions of realistic selfconfidence and thus future investments of agents (e.g., Dessi, Zhao, 2017).…”

Section: Innovation As a Prime Field Of Complexity Economicsmentioning

confidence: 99%

“…Particularly, neoclassical and neoliberal economics and politics, which have been enforced for four decades now, have made people believe that any "change" in a "market economy", generated by its de-regulated, autonomous "supply side" working, is an "innovation" per se, thus a "good thing", a "progress" and an "opportunity" (a "technological optimism"). But as we will see, the usual neoliberal nexus of "market" de-regulation, privatization, and austerity policy, particularly stressing labor-market and innovation "flexibilities", usually has, in face of the reality of economic CAS, counterproductive effects on agents' and thus the entire system's true, longer-run flexibility and innovation capacity (e.g., Kleinknecht et al, 2015;Dosi et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

Complexity and Innovation. Why Beneficial Effects of Innovation Highly Depend

Elsner¹

2018

JIS

View full text Add to dashboard Cite

Экономический мейнстрим и обыденное сознание обнаруживают тенденцию всякое изменение объявлять «инновацией». Так, инновация представляется чёрным ящиком, и, похоже, не существует критерия, который позволил бы выявить контрпродуктивное изменение-скажем, динамику, воспринимаемую агентами как чрезмерная турбулентность, или некие ошибочные, вводящие в заблуждение, бесполезные «изменения» в условиях фундаментальной неопределённости и непрозрачности-от подлинных инноваций, способствующих повышению благосостояния. Аналогично, шумпетерианцы, а также ношумпетерианцы, хотя и продвигают экономику сложности, по-видимому (по крайней мере, негласно) считают, что в «творческом разрушении» избыток «творчества» по сравнению «разрушением» по определению. Однако выводы, предлагаемые наукой о сложности и сложных адаптивных экономических системам, позволяют предположить, что «инновация» может быть чем-то средним между гибкими, плавными изменениями, направленными на улучшение, и чрезвычайно уникальными, турбулентными изменениями, воспринимаемыми как чрезмерно сложные, вызывающие консервативные («антиинновационные») противодействия (по Поланьи) со стороны агентов (людей и организаций), которые когнитивно перегружены. Подлинная инновация рассматривается в настоящей статье как новая техника и связанное с ней поведение, решающее определенную общую или коллективную проблему. Мы применяем вебленовский или философски «прагматический» критерий «инструментального» vs. «церемониального» поведения, чтобы обеспечить такой критерий для обозначенной совокупности проблем. Мы используем простой теоретико-игровой формализм в рамках подхода «эволюции сотрудничества», чтобы прояснить и проиллюстрировать инструментальное, то есть коллективное решение проблем, инновационное поведение, преодолевающее культуру близорукой, гиперрациональной индивидуалистической максимизации. Мы объясняем критерии подлинных инноваций, включая когнитивные условия соответствующей инструментальной эволюции институционализированного сотрудничества в решении распространённых социальных проблем. Затем мы сосредоточиваемся на выявлении условий обеспечения размера соответствующей сферы взаимодействий и ко-эволюционирующей институциональной платформы (и поддерживающих её условий), а также структуры сети.

show abstract

Rigidities through flexibility: flexible labour and the rise of management bureaucracies

Cited by 34 publications

References 21 publications

The Human Capital Hoax: Work, Debt and Insecurity in the Era of Uberization

The Human Capital Hoax: Work, Debt and Insecurity in the Era of Uberization

Public sector managers: the decision to leave or remain in a job

Complexity and Innovation. Why Beneficial Effects of Innovation Highly Depend

Contact Info

Product

Resources

About