Spinuzzi ia2009 - two cases
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19-Oct-2014 -
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Transcript of Spinuzzi ia2009 - two cases
Case 1: Telecorp
> 300 workers20 functional
groupshigh turnover
rapid expansionmultiple fields,
trades
Long-term or lifelong jobs
Steady contacts with other organizations and public
Linear development of expertise
Clearly defined roles
Vertical expertise
Organizational, disciplinary, trade boundaries
Interior vs. exterior
Traditional work
But ...Downsizing
Automation
Flattening of work hierarchies
Proliferating intercompany relationships
Continual reorganization
Breaking down of “silos”/ “stovepipes”
Increase in telecommunications, making it possible to connect any two points in the organization
“Interpenetrated”Anyone can link up with anyone else inside or outside the organization, so any work activities can be intersected.
*
Case 2: FreelancersGD1: Sophie, mid
30s, working from home office.
GD2: Bob and Tom, early 30s,
working from Bob’s condo.Both must
assemble federations for every project.
Freedom: How and with Whom
Flexibility: When and Where
Creativity: What to produce
GD1 and GD2 did not mention greater earnings potential as a motivator.
Autonomy in federations
Organizations and leadership change for each project.
Federations are built on social links, but enabled by information technologies.
Trust is an ongoing achievement, constantly evaluated, constantly localized.
Federations are temporary, but networks of contacts had to be more durable and broader.
Leadership in federations
persuasion, collaboration
time and project managementadaptability
strategic thinkinglifelong learning
Implications
Spinuzzi, Clay. (2008.) Network: Theorizing knowledge work in telecommunications. New York: Cambridge University Press.