Work as Commons: Internal Labor Markets, Blended Workforces and Management

Abstract

In this paper, we argue that work should be recognized as “commons.” We call for a new approach to how managers define their role and responsibility regarding the problem of work flexibility and of its societal implications. We argue that, in the global and digitized economy, it is in the best interest of all the company’s stakeholders that managers choose combinations of work arrangements and human resource policies considering the externalities of these decisions. Managers’ responsibility spans to the costs and risks that the broader social system of organizational stakeholders will bear because of their decisions. When labor market institutions are “thin,” it is management’s responsibility to contribute structuring and shaping them, so that the interests of workers, independent of the work arrangements, are considered.

Citation

Camuffo, A. and De Stefano, F. (2016), "Work as Commons: Internal Labor Markets, Blended Workforces and Management", The Structuring of Work in Organizations (Research in the Sociology of Organizations, Vol. 47), Emerald Group Publishing Limited, Leeds, pp. 363-382. https://doi.org/10.1108/S0733-558X20160000047024