The Impact of Remote Work on Managerial Compliance: Changes in the Control Regime over Line Managers

Abstract

Labour process approaches have extensively documented the impact of digitalisation and remote work on managerial control, though the role of managers has been less explored. This article fills that gap in the extant literature by examining how adopting remote work affects managerial compliance with corporate goals. Particularly, it shows that this development entails a process of de-institutionalisation and re-institutionalisation of the control regime operating over lower-level managers to act on behalf of companies. These processes are driven by corporate decisions but also by the managers’ attempts to negotiate this regime. Overall, the article claims the need to study managers as agents rather than as a mere extension of the management function or passive subjects of corporate restructurings. The arguments are based on a study conducted in a multinational mining company operating in Chile, which adopted a research-in-action approach and included interviews, document reviews and a survey of line managers.

The workplace of the future: the COVID-19 pandemic and working from home in Swiss small businesses

“…Digital leaders have a mindset of continuous learning, which is a crucial component of DT in organisations, including the ability to test innovative ideas and to be flexible and collaborative (e.g. Guti errez-Crocco et al, 2023;Jooss et al, 2021;Kovait_ e et al, 2020;Solberg et al, 2020). Digital leadership involves leaders who are continuously looking for learning opportunities and are open to new technologies and innovative work approaches (Daraba et al, 2021;Konuk et al, 2023).…”