https://www.thelancet.com/pdfs/journals/lancet/PIIS0140-6736(08)61690-6.pdf

Closing the gap in a generation: health equity through action on the social determinants of health

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

International Journal of Business and Management

The conditions of learning

This article examines an unanticipated consequence of adopting flexible working practices - that of work intensification. Based on a study of professional workers and in line with other studies, we present evidence showing that flexible workers record higher levels of job satisfaction and organizational commitment than their non-flexible counterparts. However, we also report evidence of work intensification being experienced by both those who work reduced hours and those who work remotely. We identify three means by which this intensification occurs - imposed intensification, enabled intensification and intensification as an act of reciprocation or exchange. We argue that the apparent paradox of high job satisfaction and organizational commitment, alongside work intensification can be explained by employees trading flexibility for effort. Using social exchange theory we propose that employees respond to the ability to work flexibly by exerting additional effort, in order to return benefit to their employer.

/pdf/doing-more-with-less-flexible-working-practices-and-the-306paej636.pdf

Doing more with less? Flexible working practices and the intensification of work

Discussion of ‘work-life balance’ and ‘family-friendly’ employment is much in vogue among politicians and business leaders. Often, but not always, working at home is included within such practices. However, the concepts of work-life balance and family-friendly are commonly left ill-defined by researchers and policymakers alike. In this article we outline formal definitions of these terms, which place spatial issues - and hence working at home - at the heart of the debate. This leads us on to examine working at home through the theoretical lens offered by attempts to explain the rise of work-life balance arrangements. Twelve hypotheses emerge from the literature and are tested on the management data contained in the 1998 Workplace Employee Relations Survey or WERS98. Many of these hypotheses pass weak statistical tests but fail on stronger logistic regression tests. The article shows that the option to work at home is more likely to be available in the public sector, large establishments and work environments in which individuals are responsible for the quality of their own output. These workplaces are typically less unionised but not especially feminised.

Opportunities to work at home in the context of work‐life balance

The places and spaces of managerial and professional work are changing rapidly. Long-established routines and disciplines of the personal office are being superseded in a multiplicity of new locations, such as 'hot desks', 'touchdown areas', 'home offices', motorway service stations, airport lounges, cars, trains and planes. Drawing on original research, this book analyses the impact of these developments on the experience of time and space, privacy and surveillance, freedom and constraint in everyday working life.

Changing Places of Work

Places of work constitute processes of management by facilitating 'visibility' (the possibility for supervisors and others to observe workers) and 'presence' (the ability for workers to participate in relations with co-workers and others). Working at home creates problems for both these aspects of managerial control. We suggest that managers seek to compensate for the relative lack of visibility and presence of home-located workers by generating a range of devices and social disciplines that together comprise loose networks of control. However, these responses are only partially successful since they are founded on contradictory assumptions and practices.

https://papers.ssrn.com/sol3/Delivery.cfm/bjir_271.pdf?abstractid=418368&mirid=3

Managerial Control of Employees Working at Home

Places of work constitute processes of management by facilitating ‘visibility’ (the possibility for supervisors and others to observe workers) and ‘presence’ (the ability for workers to participate in relations with co-workers and others). Working at home creates problems for both these aspects of managerial control. We suggest that managers seek to compensate for the relative lack of visibility and presence of home-located workers by generating a range of devices and social disciplines that together comprise loose networks of control. However, these responses are only partially successful since they are founded on contradictory assumptions and practices.

Managerial control of employees working at home

This paper compares and contrasts the demographic and employment characteristics of those who have the option to work at home with those who actually carry out paid work where they live. The results suggest that having the opportunity to choose where to work represents another perk for those already occupying an advantaged position in the labour market. However, some of the most disadvantaged in society are found among those who actually do most of their work at home.

https://papers.ssrn.com/sol3/Delivery.cfm/NTWE105.pdf?abstractid=371418&mirid=3

Sally Walters

Papers

Opportunities to work at home in the context of work‐life balance

Changing Places of Work

Managerial Control of Employees Working at Home

Managerial control of employees working at home

The Option to Work at Home: Another Privilege for the Favoured Few?