Communication work and electronic surveillance: A model for predicting panoptic effects

Botan, Carl H.

doi:10.1080/03637759609376396

Cited by 71 publications

(75 citation statements)

References 14 publications

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“…surveillance is seen as acceptable by some and not by others). However, this research offers little or no explanation for the variation in opinion and these accounts are at times quite post hoc (see Botan, 1996;Botan & Vorvoreanu, 2005;Honess & Charman, 1992;Short & Ditton, 1998). The social identity model of deindividuation (SIDE;Reicher, Spears, & Postmes, 1995) helps to provide a more theorydriven account of effects of surveillance.…”

mentioning

confidence: 95%

Watching over your own: How surveillance moderates the impact of shared identity on perceptions of leaders and follower behaviour

O'Donnell

Jetten

Ryan

2009

Euro J Social Psych

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In two studies we investigate how level of surveillance moderates followers' responses to leaders with whom they either do or do not share identity. Study 1 (N ¼ 80) demonstrated that imposing high surveillance where identity is shared with a leader undermined perceptions of the leader as a team member, reducing levels to that of leaders without a shared identity. Study 2 (N ¼ 84) replicated this finding, also demonstrating that willingness to work for the group declined when leaders with shared identity used high surveillance (compared to a low surveillance condition). This process was partially explained by perceptions that surveillance was an invasion of privacy. Together, these studies illustrate that the benefits of shared identity are easily undermined when a leader uses surveillance in a context where it is unnecessary. Copyright # 2009 John Wiley & Sons, Ltd.'. . .the perfection of power should tend to render its actual exercise unnecessary. . .' Foucault, Discipline and Punish: The Birth of the Prison (1977, p. 201). 'The perfection of power', as Foucault describes it refers to a power so absolute that it need not be exercised. Such complete control could arise from the omnipresence of power afforded by the extensive use of surveillance, or from genuine influence, whereby individuals are inspired to comply without the need for coercion. Indeed, there are a number of ways in which a leader may influence his or her followers (Bass, 1985; Haslam, 2004;Reynolds & Platow, 2003;Simon & Oakes, 2006;Turner, 2005). A leader may utilize the power inherent in any leadership position, by enforcing rules and ensuring such rules are followed by the use of monitoring and surveillance. In contrast, a leader may benefit from common ground, as a shared sense of identity motivates followers to cooperate to achieve a joint goal.In the present research, we investigate the way in which these two types of power interact. Importantly, we argue that these two forms of leadership-realized through the enforcement of power via surveillance, or through influence afforded by a shared identity-do not necessarily sit well together. Although a shared social identity may influence followers to accept surveillance from their leaders, leaders who attempt to use both types of power simultaneously, to maximize effectiveness, may well experience resistance from followers rather than cooperation. In particular, if leaders who share an identity with their followers impose surveillance, they may experience negative repercussions because, by using surveillance, they may create the impression that identity is not shared after all. That is, the mere perception of shared European Journal of Social Psychology Eur. J. Soc. Psychol. 40, 1046-1061 (2010 identity with a group leader-that this person is 'one of us'-gives the leader a licence to act on behalf of the group and enhances the leader's capacity to influence and lead. Any act that damages this perception may break the 'one of us' perception and thereby forms a fertile ground for followe...

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confidence: 95%

Watching over your own: How surveillance moderates the impact of shared identity on perceptions of leaders and follower behaviour

O'Donnell

Jetten

Ryan

2009

Euro J Social Psych

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“…As such, IT systems can ensure organizational control. Modern surveillance systems can impose a panoptic relationship and introduce "compartmentalization" of the workers without the need for walls or borders (Botan, 1996). This "information panopticon" frees management control from the constraints of time and space (Zuboff, 1988).…”

Section: The Panoptic Concept In Information Systems Researchmentioning

confidence: 99%

“…Based on the panoptic concept (Botan, 1996;Elmes, Strong, & Olga, 2005;Zuboff, 1988), we contend that, in the SSA context, an organization's data-driven culture serves as an antecedent to the extent of ERP implementation, which, in turn, leads to greater organizational integration and high ethical behaviorboth of which lead to positive business process outcomes. We tested the research model using empirical data from 115 firms in Ghana, a SSA nation.…”

Section: Rq3: How Do Ethical Behavior and Organizational Integration mentioning

confidence: 99%

Antecedents and Outcomes of Extent of ERP Systems Implementation in the Sub-Saharan Africa Context: A Panoptic Perspective

Asamoah¹,

Andoh‐Baidoo²

2018

CAIS

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Abstract:Most research on the impact of enterprise resource planning (ERP) systems implementation on business process outcomes have focused on developed nations. However, Sub-Saharan Africa, a developing region, is a growing ERP market and provides a new context for theory development. We examine the antecedent and outcomes of extent of ERP systems implementation in Sub-Saharan Africa. Specifically, we examine three research questions: 1) "How does an organization's data culture influence the extent of ERP implementation?", 2) "How does the extent of ERP implementation influence the ethical behavior and data integration of the organization?", and 3) "How do ethical behavior and organizational integration influence the business process outcomes?". We used the panoptic concept as a theoretical lens to develop a research model and six hypotheses to answer the research questions. We tested the model by using the survey methodology to collect data from 115 firms that have implemented ERP systems and operated in 13 industries in Ghana, a Sub-Saharan Africa nation. We used structural equation modeling to analyze the data. We found support for all six hypotheses. We offer both theoretical and managerial implications.

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“…Any form of monitoring of employees can create tension between employers and employees. Botan (1996) reports on a survey of 465 employees on their attitudes of workplace surveillance. He found that irrespective of the motivations for the surveillance, most workers felt untrusted by their employers and that this was likely to be the first step in other management interventions that would not be in the employee's best interests.…”

Section: Tracking Of Workersmentioning

confidence: 99%

Personal Data Collection in the Workplace: Ethical and Technical Challenges

Bowen

Hinze

Griffiths

et al. 2017

Electronic Workshops in Computing

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Forestry is a dangerous work environment and collecting data on site to identify and warn about hazardous situations is challenging. In this paper, we discuss our attempts at creating continuous data-collection methods that are ethical, sustainable and effective. We explore the difficulties in collecting personal and environmental data from workers and their work domain. We also draw attention to the specific challenges in designing for sensor-based, wearable rugged IoT solutions. We present a case-study, comprising of a number of experiments, which exemplifies the work we have been undertaking in this domain. The case study is based on our approach to developing a robust, trusted Internet of Things (IoT) solution for dangerous work environments (specifically the forestry environment). We focus the results of this case-study on both the technical successes and challenges as well as the personal and ethical challenges that have been elicited. IoT, Ethics. Wearables. Personal Data Collection. Hazardous environments. Rugged

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Communication work and electronic surveillance: A model for predicting panoptic effects

Cited by 71 publications

References 14 publications

Watching over your own: How surveillance moderates the impact of shared identity on perceptions of leaders and follower behaviour

Watching over your own: How surveillance moderates the impact of shared identity on perceptions of leaders and follower behaviour

Antecedents and Outcomes of Extent of ERP Systems Implementation in the Sub-Saharan Africa Context: A Panoptic Perspective

Personal Data Collection in the Workplace: Ethical and Technical Challenges

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