In this present economic situation, the use of freelance workers, whose role in organizations runs side by side with that of full time workers, is becoming increasingly more important. The joint presence of these two very different forms of human resource, represents an important challenge to Human Resource Management, which has to adequately exploit the qualities of those who work within the organization, irrespective of the type of contractual ties they may have. Managerial literature has come up with limited contributions on this topic and without finding effective solutions to the integrated management of such an assortment of human resources. In this paper we contribute to fill this literature gap by proposing a conceptual model concerning how using digital platforms and co-working spaces may facilitate the company's human resource management. This particular model outlines how these two instruments can assist the work of HR managers, especially with the conception and implementation of recruitment and motivational processes.
Young fast-growing companies operating in the digital economy represent a tendency which has, so far, been little explored by academic literature that has, until now, not been able to form a systematic approach to this topic. Among the many factors that can help to explain their rapid evolutionary dynamics, some researchers (Ismail, 2013; Burke, 2015) underline the so-called use of Staff on Demand, that is to say freelance workers. In other words, freelance personnel. One usually thinks that not having stable relationships with the companies for which they work, contractors can help to streamline organizational processes and therefore favour faster growth. By means of a multiple case study, this paper will show that, contrary to belief, Staff on Demand represents an important but not crucial presence for fast-growing companies. The case study was carried out on a number of recently formed Swedish companies. The collection of data and the interviews with their founders, CEOs and HR Officers, clearly show that the most important role is still played by full time employees and that the presence of Staff on Demand does not affect in any substantial way the growth of a company or of Human Resource management.
From a political-philosophical standpoint, liberalism has its roots in its focus on individuals’ negative liberty, which entails the removal of any obstacle that might potentially hinder their actions. As Bobbio (1978) suggests, our agency can be limited at a social level by customary, legislative or moral norms. We can define the entirety of these norms as the nomos driving our day-to-day actions. Liberal thinkers usually argue that the state should regulate citizens’ lives as little as possible. From this perspective, they seem to be mostly concerned with setting people free from the invasive nomos of public institutions. However, is this political approach genuinely liberal? Based on the original, and thus genuine, meaning of the term nomos, the answer is no. A real safeguarding of negative liberty should be aimed at the removal of any nomos curtailing people’s independence, not just the nomos of the state. Within the context of the informal economy, for instance, poverty, marginality and precarious work have grown into veritable rules. When seen from this perspective, workers’ disadvantage is indeed a nomos regulating, restricting, and limiting individual agency. Why has liberalism failed to promote the removal of this kind of nomos that curtails people’s negative liberty with equal strength as that of the state? Is deregulation truly the solution to all the ills of the market? Should those who self-identify as liberals oppose or embrace a public nomos working against the spread of the nomos of job insecurity? This work claims that a genuinely liberal approach should be based on an etymological and broader understanding of the term nomos. It will also examine how private enterprises can favor the spread of this approach and safeguard workers’ negative liberty.
According to Greek mythology, Atlas held up the sky on his shoulders. Nowadays, the term atlas refers to “a book of maps or charts” (1). In this paper, the term is used in both senses. On the one hand, the purpose is to understand the conditions favoring – hold up – the birth and the evolution of exponential organizations. On the other hand, the goal is to draw a concept map that allows us to identify the interactional dynamics among the actors involved in this evaluative process. In other words, first I'll try to know who “holds up the sky” (static interpretation), and then we will see who “lives in it” (moving interpretation). The idea is that disruptive innovation mediates the relationship between environmental/organizational features (conditions) and exponential growth (phenomenon). So far, little consideration has been given to the favorable conditions that can allow organizations to become exponential. This paper aims to pave the way for future systematized research on the ExO’s genesis and development.
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