The Meaning of Work in the New Economy

Abstract

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‘The future’s bright, the future’s mobile’: a study of Apple and Google mobile application developers

“…In relation to careers, Baldry et al (2007) argue that diversity in the IT industry is reflected in various career paths with 'organizational careerists' as well as 'horizontal-boundaryless careerists'. The former category often relates to those deemed less employable in the external market, while the latter proactively pursue wider opportunities in the profession with high levels of autonomy and market value.…”

Welcome to the House of Fun: Work Space and Social Identity

“…The deliberate promotion of a culture of 'fun' as a navigational route between the twin goals of maximizing employee commitment and controlling employee behaviour has been noted in several studies (Redman and Mathews, 2002;Kinnie et al, 2000;Alferof and Knights, 2003;Baldry et al, 2007). Organizational fun in the early 21 st century is certainly big business, particularly in the USA where such 'funsultants' as the company Funcilitators advise large corporations, including Anheuser-Busch, IBM, Marriott and Nextel, how to 'lighten up' (The Sunday Times, 2007a).…”

“…A good example is given by Baldry et al (2007) in their study of the package holiday company, 'Holstravel'. The travel agent's call centre had been consciously designed to be a fun environment which would not only house the fun activities but would itself, through its décor and layout, speak of 'holiday'.…”

“…If people are coming in at 8 am on a dull day we want to change their mind set so that they are thinking, 'I am now ready to sell dreams''. (Baldry et al, 2007;p. 95).…”

“…Despite a continued focus by management in the UK and USA on the goal of employee commitment (Walton, 1985), the consensus among critical commentators has been not only that these efforts have failed to develop substantial levels of workforce commitment, but also that employees generally have seen the contrasts between employers' messages of mutuality and the short-term, hard HRM reality Accepted for Economic and Industrial Democracy Volume 31 (i), 2010 15 (Thompson, 2003;Baldry et al, 2007). Far from a willingness to accept management accounts, most employees have either deployed a resigned, often sceptical compliance, or they have attempted to mimic management's own 'rhetorics' in order to protect their positions by appearing to be 'on side' (Collinson and Collinson, 1997;Hallier, 2004).…”