Management and Marketing - Book Chapters
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Item Gig work and the platform economy(Edward Elgar Publishing, 2024-06-11) Duggan, JamesThe emergence of the gig economy and its associated labour forms represents a significant disruptor in the world of work. Structured around platform organisations that digitally connect freelance workers with customers to perform short, once-off tasks or ‘gigs’ (Adams-Prassl, 2022; Cennamo, 2019), work in the gig economy typically centres on the provision of on-demand services for customers, such as transportation, food or grocery delivery, and cleaning or DIY services (Duggan et al., 2022). This chapter reviews key trends in the gig economy and its implications for work and employment. The chapter begins by tracing the emergence and growth of gig work, highlighting noteworthy developments and controversies that have contributed to current understandings. Next, several employment-based issues in gig work will be explored, specifically considering the unique roles of platform organisations and workers in this novel context. From the platform organisation perspective, the chapter examines the prevalence and strategic use of algorithms to manage and coordinate gig workforces. From the worker perspective, the focus is on understanding the lived experiences of those who partake in gig work, particularly in seeking to recognise the positives, negatives, and uncertainties of this unique working arrangement. Finally, the chapter concludes by considering potential future directions in this new economy, with a focus on combining research and policy-based approaches to address some of the notable tensions that dominate current discourse.Item Gig work, algorithmic technologies, and the uncertain future of work(Springer Nature, 2023-07-30) Duggan, James; Jooss, Stefan; Lynn, Theo; Rosati, Pierangelo; Conway, Edel; van der Werff, LisaThroughout the last decade, the so-called gig economy has emerged as a disruptive and widely debated trend in the world of work. In this chapter, we trace the emergence of the gig economy from its inception during the global economic crisis to the present day where gig work arrangements span several sectors and face continuing scrutiny from critics. Specifically, we focus on the important role of algorithmic technologies in controlling the activities of gig workers and the subsequent challenges and controversies arising from the use of these new digital mechanisms. Finally, we identify the key implications arising from this new form of labour for workers, organisations, and regulatory bodies. In doing so, we explore a range of ongoing efforts to develop effective solutions for the various stakeholders involved.Item Technology in human resource functions: Core systems, emerging trends and algorithmic management(Emerald Publishing, 2022-08-22) Jooss, Stefan; Duggan, James; Parry, EmmaItem Global talent and mobility in a decentralised multinational enterprise(Edward Elgar Publishing, 2020-02-28) McDonnell, Anthony; Jooss, Stefan; Scullion, Hugh; Dundon, Tony; Wilkinson, AdrianThis case examines several key issues and challenges faced by a European-owned, building materials sector multinational enterprise (MNE) that has grown rapidly over the past four decades based largely on an international strategy of cross-border acquisitions. The case highlights links between the business strategy and global talent management and, more particularly, the role of the corporate human resource (HR) function in the context of a company with a culture committed to delivering superior performance through a highly decentralised approach to managing international business operations. The case illustrates some of the complexity of global staffing and talent management issues in developed markets and also in the emerging markets of Central and Eastern Europe (CEE) and Asia. The talent management challenges are arguably more acute in these regions due to greater cultural and institutional differences, which results in a particular demand for a distinctive type of managerial talent which can operate effectively in these culturally complex and geographically distant markets (Skuza et al., 2013).