Management and Marketing - Book Chapters

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    Accentuate the positive: Exploratory case study of ChatGPT as a complementary learning tool
    (Springer Nature, 2024-11-19) Barrett, Gillian; Fitzgerald, Ciara; Ryan, Marie
    In this chapter, we explore the role of Artificial Intelligence (AI) and ChatGPT (Generative Pre-trained Transformer), within the scholarship of Teaching and Learning (T&L). As educators, we are grappling with ChatGPT and trying to understand its role in both teaching and learning but also in assessment. Given educators understandable trepidation, we decided to embrace, accentuate the positive and ‘lean-in’ to ChatGPT. In this study, we explore an assessment case study and share how an assessment adaptation within an entrepreneurship module offers educators and students alike an opportunity to embrace ChatGPT and to learn from the potential that ChatGPT can bring to the classroom. Such an approach offers a constructive strategy by considering students as collaborators in the AI educational experience. We present the challenges for educators, followed by a discussion on the strategies educators can use to embrace AI. Finally, while acknowledging the ever-evolving educational landscape, we acknowledge the educator’s role in emphasising the role of authentic assessment, thus helping to develop students’ digital literacy, critical thinking and problem-solving skills, regardless of programme of study.
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    Gig work and the platform economy
    (Edward Elgar Publishing, 2024-06-11) Duggan, James
    The 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.
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    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, Lisa
    Throughout 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.
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    Multi-party working relationships in gig work: towards a new perspective
    (Edward Elgar Publishing, 2021-08-17) Duggan, James; Sherman, Ultan; Carbery, Ronan; McDonnell, Anthony; Meijerink, Jeroen; Jansen, Giedo; Daskalova, Victoria
    Work in the gig economy is widely debated for its promises and pitfalls. In gig work, roles are heavily fragmented and hyper-flexible, ‘gigs’ are issued on a task-by-task basis, and workers are classified as independent contractors rather than employees. In this chapter, we examine the unique nature of ‘gig’ working relationships, focusing exclusively on the app-work variant to explore how this arrangement develops with the involvement of multiple parties and inherently disrupts traditional conceptualisations of the employment relationship. In lacking a robust legal architecture, we draw on psychological contract theory to critically examine the individualised nature of the multi-party working relationship found in app-work, where the governing role of technology shapes the arrangement. In doing so, we contribute to understanding of the social problems related to app-work (e.g. precarity, questionable working conditions), explore potential solutions to these issues, and consider the practical and theoretical implications of this heavily digitalised working relationship.
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    The unrealized value of global workers: The need for global talent management
    (Edward Elgar Publishing, 2023-05-16) McDonnell, Anthony; Jooss, Stefan; Conroy, Kieran M.; Vaiman, Vlad; Vance, Charles; Ju, Ling
    Global workers play a critical role in multinational organisations which transcend national boundaries as part of their business routines. In this chapter, we highlight the pivotal positions that many global workers play. Specifically, we unpack the role of global workers as key boundary spanners, navigating relational, knowledge, and cultural boundaries across the organisation. The chapter also argues that the full value of global workers remains unrealised given the lack of planning and integration of these workers in terms of knowledge management processes, talent management strategies, and global mobility functions. Specifically, we point to the lack of strategic and practical oversights from corporate HR functions and how this may be impacting upon both global workers’ experiences and organisational efforts to maximise value.