Student or educator? Sign up with your school email and get 6 months of Pro free.
CoChat
Sign Up
Cited by 303

The DOI matches its Crossref record; 19 of the 19 references it cites were found in a registry or an index.

The duality of algorithmic management: Toward a research agenda on HRM algorithms, autonomy and value creation

Open access
Meijerink, Jeroen, Bondarouk, Tanya·2023·Human Resource Management Review
DOI 10.1016/j.hrmr.2021.100876
Open this paper in CoChat — free account

Abstract

This study proposes the ‘duality of algorithmic management’ as a conceptual lens to unravel the complex relationship between human resource management (HRM) algorithms, job autonomy and the value to workers who are subject to algorithmic management. Against tendencies to present algorithmic management as having predetermined, undesired consequences (e.g. restriction of job autonomy, poor financial compensation and deteriorating working conditions), our ‘duality of algorithmic management’ perspective offers two amendments to the dominant thinking on HRM algorithms and their outcomes to workers. First, we showcase how algorithmic management simultaneously restrains and enables autonomy and value to workers – with the latter referring to both use (i.e. non-monetary benefits) and exchange value (i.e. monetary benefits) that workers derive from working (under algorithmic management). In doing so, we make the case that the desired consequences of HRM algorithms to workers co-exist alongside the undesired consequences that the literature has mostly reported on. Second, we argue that algorithmic management is shaped by, as much as it shaping, the autonomy and value to workers. We do so by highlighting the ‘recursivity’ of algorithmic management that occurs when software designers and/or self-learning algorithms reinforce or limit worker acts for (re)gaining job autonomy and/or creating value out of HRM algorithms. We conclude this paper with the presentation of avenues for future research into the duality of algorithmic management, which sets the stage for a future line of inquiry into the complex interrelationships among HRM algorithms, job autonomy and value.

Overview

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Integrity signals

Registry

Crossref · 10.1016/j.hrmr.2021.100876

Cites

19 of 19 references verified0 citation errors · 0 not checkable

Statistics

Verification

Claims the paper makes

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

The self-check needs the paper’s full text.

Citations

Cites

Research works printed but not linked: 39

  1. Alvesson, 2007, Unraveling HRM: Identity, ceremony, and control in a management consulting firm, Organization Science, 18, 711, 10.1287/orsc.1070.0267 · DOI
  2. Arthur, 1994, Effects of human resource systems on manufacturing performance and turnover, Academy of Management Journal, 37, 670, 10.2307/256705 · DOI · Paper page
  3. Barley, 1992, Design and devotion: Surges of rational and normative ideologies of control in managerial discourse, Administrative Science Quarterly, 37, 363, 10.2307/2393449 · DOI · Paper page
  4. Bowman, 2000, Value creation versus value capture: Towards a coherent definition of value in strategy, British Journal of Management, 11, 1, 10.1111/1467-8551.00147 · DOI · Paper page
  5. Chen, 2016, Research note—Are online labor markets spot markets for tasks? A field experiment on the behavioral response to wage cuts, Information Systems Research, 27, 403, 10.1287/isre.2016.0633 · DOI
  6. Davenport, 2013, Analytics 3.0, Harvard Business Review, 91, 64
  7. Duggan, 2020, Algorithmic management & app-work in the gig economy: A research agenda for employment relations & HRM, Human Resource Management Journal, 30, 114, 10.1111/1748-8583.12258 · DOI · Paper page
  8. Gal, 2020, Breaking the vicious cycle of algorithmic management: A virtue ethics approach to people analytics, Information and Organization, 30, 100301, 10.1016/j.infoandorg.2020.100301 · DOI · Paper page
  9. Gandini, 2019, Labour process theory and the gig economy, Human Relations, 72, 1039, 10.1177/0018726718790002 · DOI · Paper page
  10. Garcia-Arroyo, 2019, Big data contributions to human resource management: A systematic review, The International Journal of Human Resource Management, 1
  11. Gegenhuber, 2021, Microphones, not megaphones: Functional crowdworker voice regimes on digital work platforms, Human Relations, 74, 1473, 10.1177/0018726720915761 · DOI · Paper page
  12. Goods, 2019, “Is your gig any good?” Analysing job quality in the Australian platform-based food-delivery sector, Journal of Industrial Relations, 61, 502, 10.1177/0022185618817069 · DOI · Paper page
  13. Gregory, 2021, The role of artificial intelligence and data network effects for creating user value, Academy of Management Review, 46, 534, 10.5465/amr.2019.0178 · DOI · Paper page
  14. Griesbach, 2019, Algorithmic control in platform food delivery work, Socius, 5, 1
  15. Hauff, 2014, HRM systems between control and commitment: Occurrence, characteristics and effects on HRM outcomes and firm performance, Human Resource Management Journal, 24, 424, 10.1111/1748-8583.12054 · DOI
  16. Langfred, 2007, The downside of self-management: A longitudinal study of the effects tf conflict on trust, autonomy, and task interdependence in self-managing teams, Academy of Management Journal, 50, 885, 10.5465/amj.2007.26279196 · DOI · Paper page
  17. Lehdonvirta, 2018, Flexibility in the gig economy: Managing time on three online piecework platforms, New Technology, Work and Employment, 33, 13, 10.1111/ntwe.12102 · DOI · Paper page
  18. Lehdonvirta, 2019, The global platform economy: A new offshoring institution enabling emerging-economy microproviders, Journal of Management, 45, 567, 10.1177/0149206318786781 · DOI · Paper page
  19. Lepak, 2002, Examining the human resource architecture: The relationships among human capital, employment, and human resource configurations, Journal of Management, 28, 517, 10.1177/014920630202800403 · DOI · Paper page
  20. Maatman, 2010, Conceptualising the capabilities and value creation of HRM shared service models, Human Resource Management Review, 20, 327, 10.1016/j.hrmr.2010.02.001 · DOI
  21. Meijerink, 2018, Uncovering configurations of HRM service provider intellectual capital and worker human capital for creating high HRM service value using fsQCA, Journal of Business Research, 82, 31, 10.1016/j.jbusres.2017.08.028 · DOI
  22. Meijerink, 2019, Conceptualizing human resource management in the gig economy: Toward a platform ecosystem perspective, Journal of Managerial Psychology, 34, 214, 10.1108/JMP-07-2018-0277 · DOI · Paper page
  23. Meijerink, 2021, Having their cake and eating it too? Online labor platforms and human resource mangement as a case of institutional complexity, International Journal of Human Resource Management, 32, 4016, 10.1080/09585192.2020.1867616 · DOI · Paper page
  24. Nagtegaal, 2021, The impact of using algorithms for managerial decisions on public employees' procedural justice, Government Information Quarterly, 38, 101536, 10.1016/j.giq.2020.101536 · DOI · Paper page
  25. Newlands, 2021, Algorithmic surveillance in the gig economy: The organisation of work through Lefebvrian conceived space, Organization Studies, 42, 719, 10.1177/0170840620937900 · DOI · Paper page
  26. Orlikowski, 2015, The algorithm and the crowd, MIS Quarterly, 39, 201, 10.25300/MISQ/2015/39.1.09 · DOI
  27. Rosenblat, 2016, Algorithmic labor and information asymmetries: A case study of Uber’s drivers, International Journal of Communication, 10, 3758
  28. Shapiro, 2018, Between autonomy and control: Strategies of arbitrage in the “on-demand” economy, New Media & Society, 20, 2954, 10.1177/1461444817738236 · DOI · Paper page
  29. Smith, 2015, Continuity and change in labor process analysis forty years after labor and monopoly capital, Labor Studies Journal, 40, 222, 10.1177/0160449X15607154 · DOI
  30. Sonenshein, 2007, The role of construction, intuition, and justification in responding to ethical issues at work: The sensemaking-intuition model, Academy of Management Review, 32, 1022, 10.5465/amr.2007.26585677 · DOI · Paper page
  31. Stoughton, 2013, Big five personality traits reflected in job applicants’ social media postings, Cyberpsychology, Behavior and Social Networking, 16, 800, 10.1089/cyber.2012.0163 · DOI
  32. Strohmeier, 2018, Smart HRM–a Delphi study on the application and consequences of the internet of things in human resource management, The International Journal of Human Resource Management, 1
  33. Thompson, 2010, Managerial control and workplace regimes: An introduction, Work, Employment and Society, 24, 1, 10.1177/0950017010384546 · DOI
  34. Van Beurden, 2020, The employee perspective on HR practices: A systematic literature review, integration and outlook, The International Journal of Human Resource Management, 1
  35. Van Esch, 2019, Marketing AI recruitment: The next phase in job application and selection, Computers in Human Behavior, 90, 215, 10.1016/j.chb.2018.09.009 · DOI · Paper page
  36. Veen, 2019, Platform-capital’s ‘app-etite’for control: A labour process analysis of food-delivery work in Australia, Work, Employment and Society, 34, 388, 10.1177/0950017019836911 · DOI · Paper page
  37. Walton, 1985, From control to commitment in the workplace, Harvard Business Review, 63, 76
  38. Wenzel, 2018, The double-edged sword of big data in organizational and management research: A review of opportunities and risks, Organizational Research Methods, 21, 548, 10.1177/1094428117718627 · DOI
  39. Wood, 2019, Good gig, bad gig: Autonomy and algorithmic control in the global gig economy, Work, Employment and Society, 33, 56, 10.1177/0950017018785616 · DOI · Paper page

Cited by

See all 303

Metadata

Authors
Meijerink, J., & Bondarouk, T.
Venue
Human Resource Management Review
Publisher
Elsevier BV
Published
2023-03
Volume
33
Issue
1
Pages
100876
ISSN
1053-4822 (ISSN-L)
DOI
10.1016/j.hrmr.2021.100876
OpenAlex
W3208464903
Cited by
303
References
19
FWCI
32.64
Type
journal article
Language
en
Open access
hybrid
Licence

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review

Data sources

Bibliographic data: Semantic Scholar, OpenAlex, Crossref.

Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.