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New ways of working and digital labour as design contexts
Professor Matti Vartiainen Aalto University School of Science Department of Industrial Engineering and Management Work and OrganizationalPsychology
httpwwwvmworknet
TU-C30110 ndash Work Design in Organizations 17th
January 2017
Digitalization
What is digitalization
3
(Based on prof Taija Turunen)
rsquoLong wavesrsquo
5
Modern economies fluctuate in a cycle of 40ndash60 years Rolling 10-year yields of the Standard amp Poors 500
equity index and the Kondratieffrsquos waves Source Datastream
Technological drivers
1 Mankindrsquos ability to produce store process and transmit
digitally coded information has grown exponentially in the last
few decades Moorersquos Law (ability to pack transistors ever more
densely) and similar ldquolawsrdquo
2 There are three important phenomena that were virtually unknown
just a decade ago big data and cloud computing mobile internet
and social media
3 The digital revolution and Internet of things Robotics with better
senses (sensors) and much more intelligence (software
algorithms processing capacity) 3D printing or additive
manufacturing
Pajarinen Mika Rouvinen Petri amp Ekeland Anders (2242015) Computerization Threatens One-Third of Finnish and
Norwegian Employment ETLA Brief No 34 httppubetlafiETLA-Muistio-Brief-34pdf 6
7
Citizens
Robotics
Microprocessors
8
httpsyoutube6zpuHr7t8xI
To discuss
Are technologies replacing or renewing jobs and work tasks
Replacingand renewingjobs
Example Producing spare parts
by 3D printing
Source The new software-defined supply chain IBM Institute for Business Value 2013 15 p
Relocalization of production
2012
2017
2022The New Software Defined Supply Chain1048577Preparing for the disruptive transformation of Electronics design and manufacturing
The IBM Institute for Business Value 2014
Replacing cognitive skills
bull An Internet bot also known as web robot WWW
robot or simply bot is a software application that
runs automated tasks (scripts) over the Internet
bull Chat bots are computer programs that mimic
conversation with people using artificial
intelligenceldquoAt a conference on March 30th Microsoft
showed off several prototypes It will be a
while before anyone trusts such services however
A few days earlier one of Microsoftrsquos bots ldquoTayrdquo
designed to impersonate a millennial started
parroting racist language it had learned from
users on Twitter ldquoTayrdquo had to be sent to
her digital roomrdquoEconomist
April 9th 2016 Human robots httpsyoutubeW0_DPi0PmF0
httpsyoutubeAxdtkNXpdlA
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Digitalization
What is digitalization
3
(Based on prof Taija Turunen)
rsquoLong wavesrsquo
5
Modern economies fluctuate in a cycle of 40ndash60 years Rolling 10-year yields of the Standard amp Poors 500
equity index and the Kondratieffrsquos waves Source Datastream
Technological drivers
1 Mankindrsquos ability to produce store process and transmit
digitally coded information has grown exponentially in the last
few decades Moorersquos Law (ability to pack transistors ever more
densely) and similar ldquolawsrdquo
2 There are three important phenomena that were virtually unknown
just a decade ago big data and cloud computing mobile internet
and social media
3 The digital revolution and Internet of things Robotics with better
senses (sensors) and much more intelligence (software
algorithms processing capacity) 3D printing or additive
manufacturing
Pajarinen Mika Rouvinen Petri amp Ekeland Anders (2242015) Computerization Threatens One-Third of Finnish and
Norwegian Employment ETLA Brief No 34 httppubetlafiETLA-Muistio-Brief-34pdf 6
7
Citizens
Robotics
Microprocessors
8
httpsyoutube6zpuHr7t8xI
To discuss
Are technologies replacing or renewing jobs and work tasks
Replacingand renewingjobs
Example Producing spare parts
by 3D printing
Source The new software-defined supply chain IBM Institute for Business Value 2013 15 p
Relocalization of production
2012
2017
2022The New Software Defined Supply Chain1048577Preparing for the disruptive transformation of Electronics design and manufacturing
The IBM Institute for Business Value 2014
Replacing cognitive skills
bull An Internet bot also known as web robot WWW
robot or simply bot is a software application that
runs automated tasks (scripts) over the Internet
bull Chat bots are computer programs that mimic
conversation with people using artificial
intelligenceldquoAt a conference on March 30th Microsoft
showed off several prototypes It will be a
while before anyone trusts such services however
A few days earlier one of Microsoftrsquos bots ldquoTayrdquo
designed to impersonate a millennial started
parroting racist language it had learned from
users on Twitter ldquoTayrdquo had to be sent to
her digital roomrdquoEconomist
April 9th 2016 Human robots httpsyoutubeW0_DPi0PmF0
httpsyoutubeAxdtkNXpdlA
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
What is digitalization
3
(Based on prof Taija Turunen)
rsquoLong wavesrsquo
5
Modern economies fluctuate in a cycle of 40ndash60 years Rolling 10-year yields of the Standard amp Poors 500
equity index and the Kondratieffrsquos waves Source Datastream
Technological drivers
1 Mankindrsquos ability to produce store process and transmit
digitally coded information has grown exponentially in the last
few decades Moorersquos Law (ability to pack transistors ever more
densely) and similar ldquolawsrdquo
2 There are three important phenomena that were virtually unknown
just a decade ago big data and cloud computing mobile internet
and social media
3 The digital revolution and Internet of things Robotics with better
senses (sensors) and much more intelligence (software
algorithms processing capacity) 3D printing or additive
manufacturing
Pajarinen Mika Rouvinen Petri amp Ekeland Anders (2242015) Computerization Threatens One-Third of Finnish and
Norwegian Employment ETLA Brief No 34 httppubetlafiETLA-Muistio-Brief-34pdf 6
7
Citizens
Robotics
Microprocessors
8
httpsyoutube6zpuHr7t8xI
To discuss
Are technologies replacing or renewing jobs and work tasks
Replacingand renewingjobs
Example Producing spare parts
by 3D printing
Source The new software-defined supply chain IBM Institute for Business Value 2013 15 p
Relocalization of production
2012
2017
2022The New Software Defined Supply Chain1048577Preparing for the disruptive transformation of Electronics design and manufacturing
The IBM Institute for Business Value 2014
Replacing cognitive skills
bull An Internet bot also known as web robot WWW
robot or simply bot is a software application that
runs automated tasks (scripts) over the Internet
bull Chat bots are computer programs that mimic
conversation with people using artificial
intelligenceldquoAt a conference on March 30th Microsoft
showed off several prototypes It will be a
while before anyone trusts such services however
A few days earlier one of Microsoftrsquos bots ldquoTayrdquo
designed to impersonate a millennial started
parroting racist language it had learned from
users on Twitter ldquoTayrdquo had to be sent to
her digital roomrdquoEconomist
April 9th 2016 Human robots httpsyoutubeW0_DPi0PmF0
httpsyoutubeAxdtkNXpdlA
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
rsquoLong wavesrsquo
5
Modern economies fluctuate in a cycle of 40ndash60 years Rolling 10-year yields of the Standard amp Poors 500
equity index and the Kondratieffrsquos waves Source Datastream
Technological drivers
1 Mankindrsquos ability to produce store process and transmit
digitally coded information has grown exponentially in the last
few decades Moorersquos Law (ability to pack transistors ever more
densely) and similar ldquolawsrdquo
2 There are three important phenomena that were virtually unknown
just a decade ago big data and cloud computing mobile internet
and social media
3 The digital revolution and Internet of things Robotics with better
senses (sensors) and much more intelligence (software
algorithms processing capacity) 3D printing or additive
manufacturing
Pajarinen Mika Rouvinen Petri amp Ekeland Anders (2242015) Computerization Threatens One-Third of Finnish and
Norwegian Employment ETLA Brief No 34 httppubetlafiETLA-Muistio-Brief-34pdf 6
7
Citizens
Robotics
Microprocessors
8
httpsyoutube6zpuHr7t8xI
To discuss
Are technologies replacing or renewing jobs and work tasks
Replacingand renewingjobs
Example Producing spare parts
by 3D printing
Source The new software-defined supply chain IBM Institute for Business Value 2013 15 p
Relocalization of production
2012
2017
2022The New Software Defined Supply Chain1048577Preparing for the disruptive transformation of Electronics design and manufacturing
The IBM Institute for Business Value 2014
Replacing cognitive skills
bull An Internet bot also known as web robot WWW
robot or simply bot is a software application that
runs automated tasks (scripts) over the Internet
bull Chat bots are computer programs that mimic
conversation with people using artificial
intelligenceldquoAt a conference on March 30th Microsoft
showed off several prototypes It will be a
while before anyone trusts such services however
A few days earlier one of Microsoftrsquos bots ldquoTayrdquo
designed to impersonate a millennial started
parroting racist language it had learned from
users on Twitter ldquoTayrdquo had to be sent to
her digital roomrdquoEconomist
April 9th 2016 Human robots httpsyoutubeW0_DPi0PmF0
httpsyoutubeAxdtkNXpdlA
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Technological drivers
1 Mankindrsquos ability to produce store process and transmit
digitally coded information has grown exponentially in the last
few decades Moorersquos Law (ability to pack transistors ever more
densely) and similar ldquolawsrdquo
2 There are three important phenomena that were virtually unknown
just a decade ago big data and cloud computing mobile internet
and social media
3 The digital revolution and Internet of things Robotics with better
senses (sensors) and much more intelligence (software
algorithms processing capacity) 3D printing or additive
manufacturing
Pajarinen Mika Rouvinen Petri amp Ekeland Anders (2242015) Computerization Threatens One-Third of Finnish and
Norwegian Employment ETLA Brief No 34 httppubetlafiETLA-Muistio-Brief-34pdf 6
7
Citizens
Robotics
Microprocessors
8
httpsyoutube6zpuHr7t8xI
To discuss
Are technologies replacing or renewing jobs and work tasks
Replacingand renewingjobs
Example Producing spare parts
by 3D printing
Source The new software-defined supply chain IBM Institute for Business Value 2013 15 p
Relocalization of production
2012
2017
2022The New Software Defined Supply Chain1048577Preparing for the disruptive transformation of Electronics design and manufacturing
The IBM Institute for Business Value 2014
Replacing cognitive skills
bull An Internet bot also known as web robot WWW
robot or simply bot is a software application that
runs automated tasks (scripts) over the Internet
bull Chat bots are computer programs that mimic
conversation with people using artificial
intelligenceldquoAt a conference on March 30th Microsoft
showed off several prototypes It will be a
while before anyone trusts such services however
A few days earlier one of Microsoftrsquos bots ldquoTayrdquo
designed to impersonate a millennial started
parroting racist language it had learned from
users on Twitter ldquoTayrdquo had to be sent to
her digital roomrdquoEconomist
April 9th 2016 Human robots httpsyoutubeW0_DPi0PmF0
httpsyoutubeAxdtkNXpdlA
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
7
Citizens
Robotics
Microprocessors
8
httpsyoutube6zpuHr7t8xI
To discuss
Are technologies replacing or renewing jobs and work tasks
Replacingand renewingjobs
Example Producing spare parts
by 3D printing
Source The new software-defined supply chain IBM Institute for Business Value 2013 15 p
Relocalization of production
2012
2017
2022The New Software Defined Supply Chain1048577Preparing for the disruptive transformation of Electronics design and manufacturing
The IBM Institute for Business Value 2014
Replacing cognitive skills
bull An Internet bot also known as web robot WWW
robot or simply bot is a software application that
runs automated tasks (scripts) over the Internet
bull Chat bots are computer programs that mimic
conversation with people using artificial
intelligenceldquoAt a conference on March 30th Microsoft
showed off several prototypes It will be a
while before anyone trusts such services however
A few days earlier one of Microsoftrsquos bots ldquoTayrdquo
designed to impersonate a millennial started
parroting racist language it had learned from
users on Twitter ldquoTayrdquo had to be sent to
her digital roomrdquoEconomist
April 9th 2016 Human robots httpsyoutubeW0_DPi0PmF0
httpsyoutubeAxdtkNXpdlA
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
8
httpsyoutube6zpuHr7t8xI
To discuss
Are technologies replacing or renewing jobs and work tasks
Replacingand renewingjobs
Example Producing spare parts
by 3D printing
Source The new software-defined supply chain IBM Institute for Business Value 2013 15 p
Relocalization of production
2012
2017
2022The New Software Defined Supply Chain1048577Preparing for the disruptive transformation of Electronics design and manufacturing
The IBM Institute for Business Value 2014
Replacing cognitive skills
bull An Internet bot also known as web robot WWW
robot or simply bot is a software application that
runs automated tasks (scripts) over the Internet
bull Chat bots are computer programs that mimic
conversation with people using artificial
intelligenceldquoAt a conference on March 30th Microsoft
showed off several prototypes It will be a
while before anyone trusts such services however
A few days earlier one of Microsoftrsquos bots ldquoTayrdquo
designed to impersonate a millennial started
parroting racist language it had learned from
users on Twitter ldquoTayrdquo had to be sent to
her digital roomrdquoEconomist
April 9th 2016 Human robots httpsyoutubeW0_DPi0PmF0
httpsyoutubeAxdtkNXpdlA
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Replacingand renewingjobs
Example Producing spare parts
by 3D printing
Source The new software-defined supply chain IBM Institute for Business Value 2013 15 p
Relocalization of production
2012
2017
2022The New Software Defined Supply Chain1048577Preparing for the disruptive transformation of Electronics design and manufacturing
The IBM Institute for Business Value 2014
Replacing cognitive skills
bull An Internet bot also known as web robot WWW
robot or simply bot is a software application that
runs automated tasks (scripts) over the Internet
bull Chat bots are computer programs that mimic
conversation with people using artificial
intelligenceldquoAt a conference on March 30th Microsoft
showed off several prototypes It will be a
while before anyone trusts such services however
A few days earlier one of Microsoftrsquos bots ldquoTayrdquo
designed to impersonate a millennial started
parroting racist language it had learned from
users on Twitter ldquoTayrdquo had to be sent to
her digital roomrdquoEconomist
April 9th 2016 Human robots httpsyoutubeW0_DPi0PmF0
httpsyoutubeAxdtkNXpdlA
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Example Producing spare parts
by 3D printing
Source The new software-defined supply chain IBM Institute for Business Value 2013 15 p
Relocalization of production
2012
2017
2022The New Software Defined Supply Chain1048577Preparing for the disruptive transformation of Electronics design and manufacturing
The IBM Institute for Business Value 2014
Replacing cognitive skills
bull An Internet bot also known as web robot WWW
robot or simply bot is a software application that
runs automated tasks (scripts) over the Internet
bull Chat bots are computer programs that mimic
conversation with people using artificial
intelligenceldquoAt a conference on March 30th Microsoft
showed off several prototypes It will be a
while before anyone trusts such services however
A few days earlier one of Microsoftrsquos bots ldquoTayrdquo
designed to impersonate a millennial started
parroting racist language it had learned from
users on Twitter ldquoTayrdquo had to be sent to
her digital roomrdquoEconomist
April 9th 2016 Human robots httpsyoutubeW0_DPi0PmF0
httpsyoutubeAxdtkNXpdlA
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Relocalization of production
2012
2017
2022The New Software Defined Supply Chain1048577Preparing for the disruptive transformation of Electronics design and manufacturing
The IBM Institute for Business Value 2014
Replacing cognitive skills
bull An Internet bot also known as web robot WWW
robot or simply bot is a software application that
runs automated tasks (scripts) over the Internet
bull Chat bots are computer programs that mimic
conversation with people using artificial
intelligenceldquoAt a conference on March 30th Microsoft
showed off several prototypes It will be a
while before anyone trusts such services however
A few days earlier one of Microsoftrsquos bots ldquoTayrdquo
designed to impersonate a millennial started
parroting racist language it had learned from
users on Twitter ldquoTayrdquo had to be sent to
her digital roomrdquoEconomist
April 9th 2016 Human robots httpsyoutubeW0_DPi0PmF0
httpsyoutubeAxdtkNXpdlA
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Replacing cognitive skills
bull An Internet bot also known as web robot WWW
robot or simply bot is a software application that
runs automated tasks (scripts) over the Internet
bull Chat bots are computer programs that mimic
conversation with people using artificial
intelligenceldquoAt a conference on March 30th Microsoft
showed off several prototypes It will be a
while before anyone trusts such services however
A few days earlier one of Microsoftrsquos bots ldquoTayrdquo
designed to impersonate a millennial started
parroting racist language it had learned from
users on Twitter ldquoTayrdquo had to be sent to
her digital roomrdquoEconomist
April 9th 2016 Human robots httpsyoutubeW0_DPi0PmF0
httpsyoutubeAxdtkNXpdlA
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Watsonbull IBM Watson is a technology platform that uses
natural language processing and machine
learning to reveal insights from large amounts of
unstructured data
bull What Watson can do
ndash Analyzes unstructured data Uses natural language
processing to understand grammar and context
ndash Understands complex questions Evaluates all
possible meanings and determines what is being
asked
ndash Presents answers and solutions Based on
supporting evidence and quality of information found
How Watson learns httpsyoutubeymUFadN_MO4
Watson and scaling expertise httpsyoutubelYxJlFL2opo
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
LIFESCOPEDeveloping Health and Wellbeing with Mobile Services
Behavioraland biodata
Experience data
Integration
Tools and application developers
bull Usability and functionality of applications
Service providers
bull Added services for healthcare workplace and product design
Service
feedback
knowledge Visualization
Citizens
bull Visible and reflected understanding on everyday routines and well-being for transforming activities
Researchers
bull Instruments for analyzing and modeling activities across contexts and processes
DEVELOPED BY
USED BY
For behavioral
change
in real life
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Instruments for data
collection by wearables
and mobile (examples)
MindWave Brain activity-gt Attention FirstBeat HRV ndashgt Stress
Beddit -gt Sleep amp recovery
Narrative camera -gt LifeloggingPosition trackers -gt Where activity takes place
CASS -gtCustomizablemobile queries
The Angel Sensor
(IndoorAtlas)
Wearable biosensors
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Example Measuring moods with
Moodmetric ring
bull Emotional intelligence development by understanding emotions and their causes
bull Measures autonomous nervous system signals which can be used to understand emotional reactions-
bull Increase productivity at work and reducing your stress levels
bull Improving your flexibility to deal with lifersquos challenges and maintaining better social relationships
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Tableau Software Business
Intelligence and Analyticsbull Integration of data from different
sources
bull Allows UI customization and
programming of interactions
Default MoodMetric
screen
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Integration of health and
wellbeing services
ETChellip
An online tool with mobile Apps
Taltioni ndash a secure Finnish Health Account
STEAMING HEALTH ampHAPPINESS INNOVATION
Extensive Life Oy
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Service providers example
occupational healthcare
bull One current occupational healthcare trend is to extend the work health to employeesrsquo free time ndash a more holistic view
bull Sensors have appeared to measure for example sleep patterns activities and stress recovery
bull Smart devices allow collecting data also during free time and from employees travelling or working regularly from multiple locations
bull By these innovation companies can improve their employeesrsquo well-being and productivity
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Feedback for individual
reflection
Health Puzzle
Wellmo
Diabetes trends
Checkmylevel
Health Revolution
Motivade Oy
MS BandApple Watch
Gear S
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Computarization and employment
bull Frey and Osborne (2013 p 38) forecast that ldquohellip
47 percent of total US employment is in the high
risk category meaning that associated
occupations are potentially automatable over
some unspecified number of years perhaps a
decade or twordquo
bull A study published by ETLA the Research
Institute of the Finnish Economy anticipates that
one third of Finnish employment is highly
susceptible to computerization in the next decade
or two Frey C B amp Osborne M A (2013) The future of employment How susceptible are jobs
to computerisation OMS Working Papers September 18 httpvgdiViQ0L
Pajarinen Mika amp Rouvinen Petri (1312014) Computerization Threatens One Third of
Finnish Employment ETLA Brief No 22 httppubetlafiETLA-Muistio-Brief-
22pdf
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Changing jobs and professions
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Definitions of temporary work
bull Temporary employment may refer to fixed-term
contracts on-call work probationary jobs leave
replacements and sometimes temporary agency work
bull Employees with temporary contracts are those who
declare themselves as having a fixed-term employment
contract or a job which will terminate if certain objective
criteria are met such as completion of an assignment or
return of the employee who was temporarily replaced
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Temporary work in Europe - EU27
2001ndash2014
Eurofound (2015) Recent developments in temporary employment Employment growth
wages and transitions Publications Office of the European Union Luxembourg
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Freelancing in USA 2015 - definition
bull Freelancers ldquoindividuals who have engaged in
supplemental temporary or project- or contract-based
work in the past 12 monthsrdquo
(Freelancing in America A National Survey of the New Workforce
An independent study commissioned by Freelancers Union amp Elance-oDesk 2015)
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
5 Types of freelancers
1 Independent Contractors (40 of the independent workforce
211 million professionals) - These ldquotraditionalrdquo freelancers donrsquot
have an employer and instead do freelance temporary or
supplemental work on a project-to-project basis
2 Moonlighters (27 143 million) - Professionals with a primary
traditional job who also moonlight doing freelance work For
example a corporate-employed web developer who also does
projects for non-profits in the evening
3 Diversified workers (18 93 million) ndash People with multiple
sources of income from a mix of traditional employers and
freelance work For example someone who works the front desk
at a dentistrsquos office 20 hours a week and fills out the rest of his
income driving for Uber and doing freelance writing
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
4 Temporary Workers (10 55 million) - Individuals
with a single employer client job or contract project where
their employment status is temporary For example a
business strategy consultant working for one startup client
on a contract basis for a months-long project
5 Freelance Business Owners (5 28 million) -
Business owners with between one and five employees
who consider themselves both a freelancer and a business
owner For example a social marketing guru who hires a
team of other social marketers to build a small agency but
still identifies as a freelancer
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
rdquoTraditionalrdquo formsof flexible work
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
New ways of working contexts
+
Mobile and multi-locational work
SiteB
SiteA
SiteC
Siten
SiteDSuppliers
SubcontractorsExternal customers
Project BProject A
Portfolio managers
Virtual and distributed work
Work has changed need for new kinds of competences
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Example telework at home in Finland
(Have a contract with an employer to work at home + use ICT)
Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013
Helsinki Statistics Finland
ALL
WOMEN
MEN
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Multi-locational work (lsquoE-nomadsrsquo) in
Europe 2010
bull E-nomads are people who do not work all the time at their
employersrsquo or their own business premises and habitually use
computers the internet or email for professional purposes
bull A quarter of the European workers are e-nomads The incidence
of e-nomads varies considerably between countries ranging from just
above 5 in Albania Bulgaria Romania and Turkey to more than
40 in the Netherlands Denmark and Sweden and 45 in Finland
bull On average e-nomads work longer hours more often on Sundays
and more often in the evenings than other workers They also report
having to work during their free time more often than the average
Main place of work by gender and type of work Eurofound (2012) Fifth European Working Conditions Survey Publications Office of the
European Union Luxembourg Luxembourg Publications Office of the European Union 2012 Agnegraves Parent-Thirion Greet Vermeylen
Gijs van Houten Maija Lyly-Yrjaumlnaumlinen Isabella Biletta JorgeCabrita with the assistance of Isabelle Niedhammer At the time the fifth
edition of the survey was carried out in 2010 about 216 million people were employed in the EU27 main reference area of the survey A
total of 44000 workers from 34 European countries were interviewed in 2010 on their working and employment conditions
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Physical mobility
On Site Movers
(eg White collar office workermedicines)
Yo-yos
(eg Manager or executive)
Carriers
(eg Remote blue-collar
worker)
Pendulums
(eg teleworking accountant)
Low ContinuousFrequency of changing locations
Nomads
(eg sales person)
Nu
mb
er
of
wo
rk lo
ca
tio
ns
On the move
One site office
Mobile Toolkit
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
physical space
virtual space
social space
Mental
space
Home
Main office
A customerrsquosplace
A car
A restaurant
Daily working events in multiple
locations
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
httpwwwyoutubecomwatchv=DYu_bGbZiiQ
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Virtual collaboration with others from multiple places
SiteB
SiteA
SiteC
Siten
SiteD
Suppliers
SubcontractorsExternal customers
Project B
Project A
Portfolio managers
bull Definition of mobile distributed (virtual) workgroup
A group of people who work interdependently with a shared purpose across space communicating mainly via ICT (adapted from Lipnack amp Stamps 2000) and all or part of them move in their work
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
rsquoDriversrsquo
bull Economy reasons in management questionnaire for dispersed working
ndash Access to company intranet from different parts of the world (68 )
ndash Improved communication technology (68 )
ndash Globalization of businesses (48 )
ndash Increase in the number of partners and collaborators who have access to net (28 )
ndash Cutting costs (38 ) Decreasing costs was mentioned as a specific target especially premises According to surveys 50ndash70 percent of premises are practically empty during working time
bull Technology as enabler
ndash Increased infrastructure capacity wireless technology mobile devices
ndash Growth of mobile services and applications
(Remote Working in the Net-centric Organization ATampT Point of View ndash 071403 Ks httpwwwtelecommuteorg)
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Team types
bull Global grouprsquos or teamrsquos membersrsquo cross geographical and cultural boundaries globally
bull Using collaboration technologies does it a global virtual group or team
bull Physical mobility of at least some members makes it a global mobile virtual group or team
bull Global virtual teams are always to some degree dispersed crossing geographical borders some team members may be physically mobile and work over time zones in simultaneous temporary limited projects using collaboration technologies to communicate with their team members and leaders
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
DIGITAL LABOUR IN CLOUD ndash CROWD WORKING
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Virtual institutions
bull A virtual (digital) institution is a new type of social institution operating online
bull Features
ndash Situated online without a physical base
ndash Not on a particular building or location and their members are dispersed in cyberspace apparently without body or face
ndash Communication is text-based and largely impersonal consisting mostly in updating some common document or database
ndash Direct personal exchanges are kept to a minimum and are usually lower than in classical institutions
ndash work is simply done piecemeal as necessity arises
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Definition of digital workplace
bull A digital workplace enables any employee to complete a
task share information and work as a member of a team
with other employees in the organization and in any
partner organization on a totally location-independent
basis for all the parties concerned
bull Digital workplace can be achieved now through
integration of four technologies
ndash mobile devices
ndash big data
ndash cloud computing and
ndash search-based applications
Martin White (2012) Digital workplaces Vision and reality Business Information Review 29(4) 205ndash214
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
httpwwwflyingwordsfi
httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
04032010 TKK
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
04032010 TKK
httpswwwelancecom
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
45
To discuss
What are the main strenghts and challenges of crowd work
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Examples Mechanical turk Elance
Odesk Solved
Mechanical turk httpswwwmturkcommturkwelcome
Elance httpswwwelancecom
Odesk httpswwwodeskcom
Solved httpssolvedfi
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
James Steward University of Edinburgh
COST Dynamics of Virtual Work
Bucharest March 2014
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Earnings
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
User organization activities
httpwwwcloudmebabycom
httpswwwfreelancersunionorg
httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
UK - CROWD WORKING SURVEY 2016
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Crowd working- some findings
bull In the online survey of 2238 UK adults aged 16-75 21 say they
have tried to find work managed via so-called lsquosharing economyrsquo
platforms such as Upwork Uber or Handy during the past year
equivalent to around 9 million people ndash almost one fifth of the adult
population
bull Around 1 in 10 (11) of respondents said they had succeeded in
doing so equivalent to around 49 million people
bull Almost a quarter (24) of UK women responding to the survey
claim to have sought work via online platforms and one third (33)
of 25-34 year olds
bull 3 of respondents claim to find paid work via online platforms at
least once a week equivalent to around 13 million adults with 4
or around 18 million finding work at least once a month
University of Hertfordshire European think tankFEPS and European service workersrsquo Union UNI Europa are collaborating on a year-long research project
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
What is needed tomanage
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Social contract for virtual
institutions is needed - components
Definingbull goal or goals
bull norms and values
bull specific functions
bull rules and procedures
bull arbitration mechanisms
bull social structure
bull members and roles
Memmi D (2015) A social contract for virtual institutions
AI amp Society 30 69ndash76
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
Psychological contract
bull It represents the mutual beliefs perceptions and informal
obligations between an employer and an employee It sets the
dynamics for the relationship and defines the detailed practicality
of the work to be done It is distinguishable from the formal written
contract of employment which for the most part only identifies
mutual duties and responsibilities in a generalized form
Rousseau D M (1989) Psychological and implied contracts in organizations
Employee Responsibilities and Rights Journal 2 121-139
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
COMMENTS
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
MoreVartiainen M (2015) Virtual spaces as workplaces working and leading in virtual worlds In Ropo A Salovaara P Sauer E amp de Paoli D (Eds) Leadership in Spaces and Places
pp 128-144 Cheltenham UK Edward Elgar PublishingGilson LL Maynard MT Jones Young NC Vartiainen M amp Hakonen M (2015) Virtual teams research ten years ten themes and ten opportunities Journal of Management
41 5 1313-1337Andriessen E amp Vartiainen M (Eds) (2006) Mobile Virtual Work ndash A New Paradigm Heidelberg SpringerKokko N Vartiainen M amp Loumlnnblad J (2007) Individual and collective competences in virtual project organizations The Electronic Journal for Virtual Organizations and
Networks 8 March 2007 28-52 Vartiainen M Hakonen M Koivisto S Mannonen P Nieminen MP Ruohomaumlki V amp Vartola A (2007) Distributed and mobile work ndash places people and technology
Helsinki GaudeamusVartiainen M (2008) Facilitating Mobile and Virtual Work In Wangel C (Ed) 21st Century Management A Reference Handbook Vol II pp 348-360 Thousand Oaks CA
SageVartiainen M amp Andriessen JHErik (2008) Virtual team-working and collaboration technologies In Chmiel N (Ed) An introduction to work and organizational psychology
ndash a European perspective pp 209-233 Oxford Blackwell PublishingVartiainen M amp Jahkola O (2013) Pros and cons of various ICT tools in global collaboration ndash a cross-case study In Yamamoto S (Ed) Human interface and management of
information Information and interaction for learning culture collaboration and business pp 391-400 15th International Conference HCI International 2013 Las Vegas NV USA July 21-26 2013 Proceedings Part III Berlin Heidenberg Springer
Verburg R Bosch-Sijtsema PM amp Vartiainen M (2013) Getting it done Critical success factors for project managers in virtual work settings International Journal of Project Management 31 1 68-79
Hyrkkaumlnen U amp Vartiainen M (2012) Heart Rate Variability Measurements in Mobile Work In Eriksson-Backa K Luoma A amp Krook E (Eds) Exploring the Abyss of Inequalities 4th International Conference on Well-Being in the Information Society WIS 2012 Communication in Computer and Information Science 313 pp 3-21 Heidelberg Springer
Bosch-Sijtsema PM Fruchter R Vartiainen M amp Ruohomaumlki V (2011) A framework to analyze knowledge work in distributed teams Group amp Organization Management 36 3 275-307
Bosch-Sijtema P Fruchter R Vartiainen M amp Ruohomaumlki V (2011) Challenging New Ways of Working for Remote Managers in Global Collaborative Work Environments In Kelliher C amp Richardson J (Eds) New ways of organizing work Developments Perspectives and experiences pp 160-175 New York Routledge
Bosch-Sijtsema PM Ruohomaumlki V amp Vartiainen M (2010) Multi-locational knowledge workers in the office Navigation disturbances and effectiveness New Technology Work and Employment 25 3 183-195
Vartiainen M amp Hyrkkaumlnen U (2010) Changing Requirements and Mental Workload Factors in Mobile Multi-Locational Work New Technology Work and Employment 25 2 117-135
Korpelainen E Kira M amp Vartiainen M (2010) Self-Determined Adoption of an ICT System in a Work Organization Journal of Organizational and End User Computing 22 4 51-69
Andriessen JH Erik amp Vartiainen M (2009) Mobile virtual work in a globalising world In Battistelli A (Ed) Innovation in the transformation of jobs and organizations pp 117-134 Roma Di Renzo Editore
