Digital technologies and power dynamics in the organization: A conceptual review of remote working and wearable technologies at work

Abstract

In this article, we examine the kinds of control practices that emerge with the introduction of digital technologies, and how these technologies are employed to shape power within workplaces. We present a comparative conceptual review of work practices by contrasting remote work and the use of workplace wearables. We trace forms of power and control that have been enacted with the adoption of these work‐related technologies and associated practices. We find that the prevailing literature focuses on the practices enacted by management in order to control workers and exert power over them, and we propose that a more comprehensive approach be taken. In support of this view, we show how the concept of appropriation emerges from science and technology studies, and we argue that such a concept would be useful for exploring how workers use and incorporate digital technologies into their daily lives, thus reshaping power in organizations.

The emergence and impacts of home office strategy during the pandemic scenario of COVID-19

“…One of the factors restricting the adoption of the home office is the culture of the way of working, because the traditional style of management through very strict supervision and control does not allow flexible modes of action [9]. However, according to [12], scanning can help in this monitoring. In addition, other limiting factors include low level of trust between superiors and subordinates, fear of loss of control by managers, needs for interaction in the workplace, and lack of space and equipment needed at home [9].…”

“…Among the many benefits that digital technologies can offer to the sectors of a company, we highlight the possibilities of reducing cost and time and increasing productivity, agility, efficiency, flexibility and innovation [18], due to the greater ease in communication, in the management process and in the development of labour functions.. New ICT often creates new ways to gather the information needed for business management. Thus, organizational processes are shaped by new technologies and, therefore, can reshape the use of technology [12].…”

“…For [1], digital transformation is one of the most critical areas in organizations regarding the management of the crisis caused by Coronavirus, along with decision-making processes, the role of leadership and the relevance of the emotional intelligence of employees in this delicate period. However, with the urgency of adaptation to the home office, digitization among companies tends to help superiors in monitoring organizational activities, because these new technologies facilitate the collection and analysis of performance results [12]. [19] highlight the need for learning and adoption of existing digital technologies, emphasizing that there is already a wide range of tools to solve almost all communication problems and access to information, not requiring the development of new solutions for adaptation to the home office.…”

Normalising the “new normal”: Changing tech-driven work practices under pandemic time pressure

“…For example, balancing various forms of power and control during the COVID-19 pandemic draws on the experimentation of new innovations to enhance workers use and incorporation of digital technologies into their daily lives. New tech-driven work practices continuously alter and reshape power dynamics within organisations ( Miele & Tirabeni, 2020 ). Sarker, Sarker, and Schneider (2009) describes the diverse range of how virtual teams participate and contribute in a variety of projects through computer-mediated interactions.…”

New trends of the economy: a case of digital energy

“…And for this, machines must be guided not by standards and rigid algorithms, but by goals set by people and digital models of fragments of the real world. "Digitalization" is the liberation of a person from machine functions and the emergence of new, more creative forms of employment [9,10].…”