Location independent working in academia: Enabling employees or supporting managerial control?
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Abstract
In this article, we consider the extent to which the practice of location independent working (LIW) enables academic employees to make choices and have agency in their life-work balance, and the extent to which it may support (or potentially be used as a form of resistance to) increased managerial control. Set within the context of an increasingly performanceled, managerialist public sector landscape, the impact and implications of these working practices are examined through the lens of labour process theory. Drawing on findings from an ongoing in-depth ethnographic study set in a post-1992 university business school in central England, we suggest that the practice of LIW is being used both to enable employees and to support managerial control.Citation
Lee, A., DiDomenico, M. and, Saunders, M.N.K. (2014). Location independent working in academia: Enabling employees or supporting managerial control? Journal of Workplace Rights, 17(3-4), 425–442.Publisher
Baywood PressJournal
Journal of Workplace RightsDOI
10.2190/WR.17.3-4.kAdditional Links
http://curve.coventry.ac.uk/open/items/d44d9533-f07c-4c33-962a-a2badddb3f38/1/http://triggered.edina.clockss.org/ServeContent?url=http%3A%2F%2Fbaywood.stanford.clockss.org%2FBWWR%2FBAWOOD_BWWR_17_3%2FVP7611760384T578.html
Type
ArticleLanguage
enISSN
19384998EISSN
19385005ae974a485f413a2113503eed53cd6c53
10.2190/WR.17.3-4.k