Pub Date : 2024-03-15DOI: 10.1177/00018392241241063
Simone Santoni
{"title":"Wenqian Wang, Fabrice Lumineau, and Oliver Schilke. Blockchains: Strategic Implications for Contracting, Trust, and Organizational Design","authors":"Simone Santoni","doi":"10.1177/00018392241241063","DOIUrl":"https://doi.org/10.1177/00018392241241063","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140155196","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-15DOI: 10.1177/00018392241236163
Lindsey D. Cameron
This research explores how a new relation of production—the shift from human managers to algorithmic managers on digital platforms—manufactures workplace consent. While most research has argued that the task standardization and surveillance that accompany algorithmic management will give rise to the quintessential “bad job” (Kalleberg, Reskin, and Hudson, 2000; Kalleberg, 2011), I find that, surprisingly, many workers report liking and finding choice while working under algorithmic management. Drawing on a seven-year qualitative study of the largest sector in the gig economy, the ride-hailing industry, I describe how workers navigate being managed by an algorithm. I begin by showing how algorithms segment the work at multiple sites of human–algorithm interactions and how this configuration of the work process allows for more-frequent and narrow choice. I find that workers use two sets of tactics. In engagement tactics, individuals generally follow the algorithmic nudges and do not try to get around the system; in deviance tactics, individuals manipulate their input into the algorithmic management system. While the behaviors associated with these tactics are practical opposites, they both elicit consent, or active, enthusiastic participation by workers to align their efforts with managerial interests, and both contribute to workers seeing themselves as skillful agents. However, this choice-based consent can mask the more-structurally problematic elements of the work, contributing to the growing popularity of what I call the “good bad” job.
{"title":"The Making of the “Good Bad” Job: How Algorithmic Management Manufactures Consent Through Constant and Confined Choices","authors":"Lindsey D. Cameron","doi":"10.1177/00018392241236163","DOIUrl":"https://doi.org/10.1177/00018392241236163","url":null,"abstract":"This research explores how a new relation of production—the shift from human managers to algorithmic managers on digital platforms—manufactures workplace consent. While most research has argued that the task standardization and surveillance that accompany algorithmic management will give rise to the quintessential “bad job” (Kalleberg, Reskin, and Hudson, 2000; Kalleberg, 2011), I find that, surprisingly, many workers report liking and finding choice while working under algorithmic management. Drawing on a seven-year qualitative study of the largest sector in the gig economy, the ride-hailing industry, I describe how workers navigate being managed by an algorithm. I begin by showing how algorithms segment the work at multiple sites of human–algorithm interactions and how this configuration of the work process allows for more-frequent and narrow choice. I find that workers use two sets of tactics. In engagement tactics, individuals generally follow the algorithmic nudges and do not try to get around the system; in deviance tactics, individuals manipulate their input into the algorithmic management system. While the behaviors associated with these tactics are practical opposites, they both elicit consent, or active, enthusiastic participation by workers to align their efforts with managerial interests, and both contribute to workers seeing themselves as skillful agents. However, this choice-based consent can mask the more-structurally problematic elements of the work, contributing to the growing popularity of what I call the “good bad” job.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140155365","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-03-11DOI: 10.1177/00018392241239340
Rodrigo Valadao
{"title":"Justin Grimmer, Margaret E. Roberts, and Brandon M. Stewart. Text as Data: A New Framework for Machine Learning and the Social Sciences","authors":"Rodrigo Valadao","doi":"10.1177/00018392241239340","DOIUrl":"https://doi.org/10.1177/00018392241239340","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-03-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140107531","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-26DOI: 10.1177/00018392241233257
Letian Zhang, Shinan Wang
This article argues that a society’s level of social trust influences employers’ hiring strategies. Employers can focus either on applicants’ potential and select on foundational skills (e.g., social skills, math skills) or on their readiness and select on more-advanced skills (e.g., pricing a derivative). The higher (lower) the social trust—people’s trust in their fellow members of society—the more (less) employers are willing to invest in employees and grant them role flexibility. Employers in higher-trust societies are therefore more attentive to applicants’ potential, focusing more on foundational skills than on advanced skills. We empirically test this theory by using a novel dataset of more than 50 million job postings from the 28 European Union countries. We find that the higher a country’s social trust, the more its employers require foundational skills instead of advanced skills. Our identification strategy takes advantage of multinational firms in our sample and uses measures of bilateral (country-to-country) trust to predict job requirements, while including an instrumental variable and fixed effects on country, year, employer, and occupation. These findings suggest a novel pathway by which social trust shapes employment practices and organizational strategies.
{"title":"Trusting Talent: Cross-Country Differences in Hiring","authors":"Letian Zhang, Shinan Wang","doi":"10.1177/00018392241233257","DOIUrl":"https://doi.org/10.1177/00018392241233257","url":null,"abstract":"This article argues that a society’s level of social trust influences employers’ hiring strategies. Employers can focus either on applicants’ potential and select on foundational skills (e.g., social skills, math skills) or on their readiness and select on more-advanced skills (e.g., pricing a derivative). The higher (lower) the social trust—people’s trust in their fellow members of society—the more (less) employers are willing to invest in employees and grant them role flexibility. Employers in higher-trust societies are therefore more attentive to applicants’ potential, focusing more on foundational skills than on advanced skills. We empirically test this theory by using a novel dataset of more than 50 million job postings from the 28 European Union countries. We find that the higher a country’s social trust, the more its employers require foundational skills instead of advanced skills. Our identification strategy takes advantage of multinational firms in our sample and uses measures of bilateral (country-to-country) trust to predict job requirements, while including an instrumental variable and fixed effects on country, year, employer, and occupation. These findings suggest a novel pathway by which social trust shapes employment practices and organizational strategies.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-02-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139979505","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-24DOI: 10.1177/00018392241235909
Elizabeth Gorman
{"title":"Frank Dobbin and Alexandra Kalev. Getting to Diversity: What Works and What Doesn’t","authors":"Elizabeth Gorman","doi":"10.1177/00018392241235909","DOIUrl":"https://doi.org/10.1177/00018392241235909","url":null,"abstract":"","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139948072","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-15DOI: 10.1177/00018392241231587
Eliana Crosina
Drawing on a 2.5-year ethnography of first-time founders in a coworking facility, I shed light on the process by which founders ascribe self-referential meaning to entrepreneurship—that is, how they develop an entrepreneurial identity in situ. I discovered that founders’ use of the coworking space occasioned distinct interaction patterns. Over time, varying interactions played a central role in whether the workspace became a community or remained a mere office space to these founders. Such emergent spatial meanings were coupled with whether founders themselves developed as entrepreneurs or not within their workspace. Founders’ perceptions of the workspace as a community were generally associated with their identifying more as entrepreneurs, while their perceptions of the workspace as an office were usually linked with their identifying less, and even disidentifying, as entrepreneurs. In explaining these dynamics, I contribute to research on identity and space, research on entrepreneurial identity, and broader scholarship on space and interactions in organizations. For first-time founders, the meanings associated with being an entrepreneur can be equivocal, and where they work helps to shape their answers to the questions “What is entrepreneurship to me?” and “Who am I?”
{"title":"Co-Constructing Community and Entrepreneurial Identity: How Founders Ascribe Self-Referential Meanings to Entrepreneurship","authors":"Eliana Crosina","doi":"10.1177/00018392241231587","DOIUrl":"https://doi.org/10.1177/00018392241231587","url":null,"abstract":"Drawing on a 2.5-year ethnography of first-time founders in a coworking facility, I shed light on the process by which founders ascribe self-referential meaning to entrepreneurship—that is, how they develop an entrepreneurial identity in situ. I discovered that founders’ use of the coworking space occasioned distinct interaction patterns. Over time, varying interactions played a central role in whether the workspace became a community or remained a mere office space to these founders. Such emergent spatial meanings were coupled with whether founders themselves developed as entrepreneurs or not within their workspace. Founders’ perceptions of the workspace as a community were generally associated with their identifying more as entrepreneurs, while their perceptions of the workspace as an office were usually linked with their identifying less, and even disidentifying, as entrepreneurs. In explaining these dynamics, I contribute to research on identity and space, research on entrepreneurial identity, and broader scholarship on space and interactions in organizations. For first-time founders, the meanings associated with being an entrepreneur can be equivocal, and where they work helps to shape their answers to the questions “What is entrepreneurship to me?” and “Who am I?”","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139836136","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-15DOI: 10.1177/00018392241231587
Eliana Crosina
Drawing on a 2.5-year ethnography of first-time founders in a coworking facility, I shed light on the process by which founders ascribe self-referential meaning to entrepreneurship—that is, how they develop an entrepreneurial identity in situ. I discovered that founders’ use of the coworking space occasioned distinct interaction patterns. Over time, varying interactions played a central role in whether the workspace became a community or remained a mere office space to these founders. Such emergent spatial meanings were coupled with whether founders themselves developed as entrepreneurs or not within their workspace. Founders’ perceptions of the workspace as a community were generally associated with their identifying more as entrepreneurs, while their perceptions of the workspace as an office were usually linked with their identifying less, and even disidentifying, as entrepreneurs. In explaining these dynamics, I contribute to research on identity and space, research on entrepreneurial identity, and broader scholarship on space and interactions in organizations. For first-time founders, the meanings associated with being an entrepreneur can be equivocal, and where they work helps to shape their answers to the questions “What is entrepreneurship to me?” and “Who am I?”
{"title":"Co-Constructing Community and Entrepreneurial Identity: How Founders Ascribe Self-Referential Meanings to Entrepreneurship","authors":"Eliana Crosina","doi":"10.1177/00018392241231587","DOIUrl":"https://doi.org/10.1177/00018392241231587","url":null,"abstract":"Drawing on a 2.5-year ethnography of first-time founders in a coworking facility, I shed light on the process by which founders ascribe self-referential meaning to entrepreneurship—that is, how they develop an entrepreneurial identity in situ. I discovered that founders’ use of the coworking space occasioned distinct interaction patterns. Over time, varying interactions played a central role in whether the workspace became a community or remained a mere office space to these founders. Such emergent spatial meanings were coupled with whether founders themselves developed as entrepreneurs or not within their workspace. Founders’ perceptions of the workspace as a community were generally associated with their identifying more as entrepreneurs, while their perceptions of the workspace as an office were usually linked with their identifying less, and even disidentifying, as entrepreneurs. In explaining these dynamics, I contribute to research on identity and space, research on entrepreneurial identity, and broader scholarship on space and interactions in organizations. For first-time founders, the meanings associated with being an entrepreneur can be equivocal, and where they work helps to shape their answers to the questions “What is entrepreneurship to me?” and “Who am I?”","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-02-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139776576","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-06DOI: 10.1177/00018392231224135
J. Chu
Organizations can motivate and coordinate work by socializing members to internalize organizational values. Existing theories posit that organizations achieve normative control through encapsulation, wherein peers and managers are primary sources of members’ socialization. Drawing on ethnographic data from a not-for-profit school, I show how an external actor—beneficiaries—can become a source of normative control. I develop a multistage process that explains how teachers were socialized by parents, specifically by hearing these parent beneficiaries narrate their needs; engaging in collective storytelling about beneficiaries; experiencing episodic shaming centered on how teachers’ daily performance met (or did not meet) beneficiaries’ needs; and receiving validation from beneficiaries. Because these sequential stages establish beneficiaries as sources of control through social interactions set in specific times and places, and establish shared emotional states among organizational members, I theorize that these stages compose a ritual of integration. Although teachers initially arrived at the school with heterogeneous values, this ritual led many of them to internalize the organizational value of self-sacrifice. Teachers who were unmoved by parents’ stories or came to see parents as exploitative did not internalize this value, and they tended to exit the organization. This study reveals how normative control can arise not only through socialization from in-group members but also from ritual interactions with and about beneficiaries.
{"title":"How Beneficiaries Become Sources of Normative Control","authors":"J. Chu","doi":"10.1177/00018392231224135","DOIUrl":"https://doi.org/10.1177/00018392231224135","url":null,"abstract":"Organizations can motivate and coordinate work by socializing members to internalize organizational values. Existing theories posit that organizations achieve normative control through encapsulation, wherein peers and managers are primary sources of members’ socialization. Drawing on ethnographic data from a not-for-profit school, I show how an external actor—beneficiaries—can become a source of normative control. I develop a multistage process that explains how teachers were socialized by parents, specifically by hearing these parent beneficiaries narrate their needs; engaging in collective storytelling about beneficiaries; experiencing episodic shaming centered on how teachers’ daily performance met (or did not meet) beneficiaries’ needs; and receiving validation from beneficiaries. Because these sequential stages establish beneficiaries as sources of control through social interactions set in specific times and places, and establish shared emotional states among organizational members, I theorize that these stages compose a ritual of integration. Although teachers initially arrived at the school with heterogeneous values, this ritual led many of them to internalize the organizational value of self-sacrifice. Teachers who were unmoved by parents’ stories or came to see parents as exploitative did not internalize this value, and they tended to exit the organization. This study reveals how normative control can arise not only through socialization from in-group members but also from ritual interactions with and about beneficiaries.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139801027","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-02-06DOI: 10.1177/00018392231224135
J. Chu
Organizations can motivate and coordinate work by socializing members to internalize organizational values. Existing theories posit that organizations achieve normative control through encapsulation, wherein peers and managers are primary sources of members’ socialization. Drawing on ethnographic data from a not-for-profit school, I show how an external actor—beneficiaries—can become a source of normative control. I develop a multistage process that explains how teachers were socialized by parents, specifically by hearing these parent beneficiaries narrate their needs; engaging in collective storytelling about beneficiaries; experiencing episodic shaming centered on how teachers’ daily performance met (or did not meet) beneficiaries’ needs; and receiving validation from beneficiaries. Because these sequential stages establish beneficiaries as sources of control through social interactions set in specific times and places, and establish shared emotional states among organizational members, I theorize that these stages compose a ritual of integration. Although teachers initially arrived at the school with heterogeneous values, this ritual led many of them to internalize the organizational value of self-sacrifice. Teachers who were unmoved by parents’ stories or came to see parents as exploitative did not internalize this value, and they tended to exit the organization. This study reveals how normative control can arise not only through socialization from in-group members but also from ritual interactions with and about beneficiaries.
{"title":"How Beneficiaries Become Sources of Normative Control","authors":"J. Chu","doi":"10.1177/00018392231224135","DOIUrl":"https://doi.org/10.1177/00018392231224135","url":null,"abstract":"Organizations can motivate and coordinate work by socializing members to internalize organizational values. Existing theories posit that organizations achieve normative control through encapsulation, wherein peers and managers are primary sources of members’ socialization. Drawing on ethnographic data from a not-for-profit school, I show how an external actor—beneficiaries—can become a source of normative control. I develop a multistage process that explains how teachers were socialized by parents, specifically by hearing these parent beneficiaries narrate their needs; engaging in collective storytelling about beneficiaries; experiencing episodic shaming centered on how teachers’ daily performance met (or did not meet) beneficiaries’ needs; and receiving validation from beneficiaries. Because these sequential stages establish beneficiaries as sources of control through social interactions set in specific times and places, and establish shared emotional states among organizational members, I theorize that these stages compose a ritual of integration. Although teachers initially arrived at the school with heterogeneous values, this ritual led many of them to internalize the organizational value of self-sacrifice. Teachers who were unmoved by parents’ stories or came to see parents as exploitative did not internalize this value, and they tended to exit the organization. This study reveals how normative control can arise not only through socialization from in-group members but also from ritual interactions with and about beneficiaries.","PeriodicalId":7203,"journal":{"name":"Administrative Science Quarterly","volume":null,"pages":null},"PeriodicalIF":10.4,"publicationDate":"2024-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139861093","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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