The feasibility of platform cooperatives in the gig economy

Bunders, Damion Jonathan; Arets, Martijn; Frenken, Koen; Moor, Tine De

doi:10.1016/j.jcom.2022.100167

Cited by 51 publications

(39 citation statements)

References 35 publications

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“…Created in the late 2010s, they intend to offer fairer conditions for the workers, even though they were not directly initiated by workers, but by social entrepreneurs (except for The Drivers' Coop). Despite the passionate initiative to build an alternative form of platform‐based work, most of the worker‐led cooperatives are facing difficulties in attracting sufficient funds and competing with major platform companies (Bunders et al., 2022; Johnston & Land‐Kazlauskas, 2019; Rafélis de Broves, 2022).…”

Section: Regional Tendencies In Platform Labor Collective Actionsmentioning

confidence: 99%

Workers organizing in the platform economy: Local forms and global trends of collective action

Rafélis de Broves,

Kang,

Grohmann

et al. 2024

Sociology Compass

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Distinctive features of the on‐demand work platforms made it theoretically improbable for workers to organize and for collective forms of protest to emerge. Their business model and work arrangements spatially isolate and socially individualize workers, subjectivizing them as competing micro‐enterprises rather than co‐workers. However, faced with the flood of the platforms on a global scale, collective actions of platform workers surged like a backwash, especially in the ride‐hailing and food delivery sectors, during the last decade. Observers witnessed a great variety in the combination of actors involved and repertoire of actions mobilized worldwide. Despite this diversity, some common global trends can be sketched out. Through a literature review focused on Europe, Latin America, North America and Asia, this article shows that workers struggle globally to build a collective actor, through an original combination of new and old forms of protest. They ought to compensate for their weak marketplace bargaining power by leveraging their discursive, associational, coalitional and workplace bargaining powers.

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Section: Regional Tendencies In Platform Labor Collective Actionsmentioning

confidence: 99%

Workers organizing in the platform economy: Local forms and global trends of collective action

Rafélis de Broves,

Kang,

Grohmann

et al. 2024

Sociology Compass

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“…Although initial work on the controlling mechanisms of algorithmic management has led to rich contributions to the field, for future research, it would be more fruitful to follow the same path that general HRM research took by examining other forms of algorithmic management that are not control-driven and based on alternative HRM philosophies (e.g., so-called high-road HRM activities). Focusing on control means overlooking other forms of management systems, such as high-commitment and high-involvement, but it also means overlooking other existing forms of organizations, such as cooperatives, in which managerial control is not assumed to be an essential characteristic (Bunders et al, 2022). While remaining in debates about organizational control and technological developments, one can get easily stuck in debating whether it is new wine in old bottles (new forms of Fordism and Taylorism) or a completely new way of organizational control.…”

Section: The "Ontology Of Management" As An Economist Instrumentmentioning

confidence: 99%

“…While remaining in debates about organizational control and technological developments, one can get easily stuck in debating whether it is new wine in old bottles (new forms of Fordism and Taylorism) or a completely new way of organizational control. Instead, we suggest looking at alternative mechanisms, such as cooperativism and trust, and alternative organizational forms, such as platform cooperatives (Bunders et al, 2022). This is essential to overcome the identified blind spots, as different organizational forms have different mechanisms, labor relations, and ways of implementing algorithms (Jarrahi et al, 2020) and, as such, can provide insights on algorithmic management beyond the economist way of thinking.…”

Section: The "Ontology Of Management" As An Economist Instrumentmentioning

confidence: 99%

Blinded by “algo economicus”: Reflecting on the assumptions of algorithmic management research to move forward

Lamers,

Meijerink,

Rettagliata

2024

Human Resource Management

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This paper reflects on the paradigmatic assumptions and ideologies that have shaped algorithmic management research. We identify two sets of assumptions: one about the “ontology of algorithms” (which holds that human resource management [HRM] algorithms are non‐human entities with material agency) and one about the “ontology of management” that HRM algorithms afford (which understands algorithmic management as a form of control for maximizing economic/shareholder value). We explain how these core assumptions underpin existing research of HRM algorithms, causing blind spots that hinder new ways of understanding and studying algorithmic management. After identifying and unpacking the assumptions and blind spots, we offer avenues to overcome these blind spots, allowing for future research based on new ideological assumption grounds that will help move algorithmic management scholarship further in significant ways.

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“…Ces expérimentations s'inscrivent dans un mouvement d'idées né aux USA sous la terminologie de coopérativisme de plateformes 56 . Cependant des auteurs ont relevé trois types de difficultés rencontrées par ce mouvement : la mobilisation de capitaux, l'hétérogénéité des travailleurs et le contexte institutionnel 57 . S'ajoute un autre frein relevé par M. Figueroa et A.…”

Section: Isabelle Daugareilh Et Mathieu De Poorterunclassified