Computerising the salesforce: the introduction of technical change in a non‐union workforce

Abstract

Employee participation and involvement in the introduction of change provide specific challenges for the non‐union firm. This article provides evidence from a case study of a pharmaceutical salesforce and argues that the lack of employee ‘voice’ in the introduction of technical change had far‐reaching consequences for employee satisfaction and the performance of the company.

Digital assemblages: evidence and theorising from the computerisation of the US residential real estate industry

“…Computerisation scholars advance a general framework comprised of three interdependent aspects: (1) the working context, (2) the nature of work and working arrangements and (3) the technical (here, ICT-focused) system through which work is done (Kling, 1991;1996;Burris, 1998;Lloyd and Newell, 1998;Taylor et al, 2001;Hara and Rosenbaum, 2008). Like most sociotechnical theories, computerisation focuses analytic attention to mutual interdependencies among social aspects of technological elements and technological arrangements shaping social activities and structures.…”

“…However, more careful analysis reveals stabilisation as both dynamic and evolving and that which may seem to be fixed in design evolves through use (e.g. Hanseth et al, 1996;Lloyd and Newell, 1998).…”

Late Twentieth Century Workplace Relations: Class Struggle without Classes

“…A non-manufacturing example offers similar lessons. Lloyd and Newell (1998) studied sales reps of a pharmaceuticals company, who probably fall within the service class in view of their traditional job autonomy and expectation of careers. Changing competitive conditions were pushing the firm to control reps' behaviour by defining more closely whom they should visit and how often and by monitoring the results.…”