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Outsourcing in high-tech corporations: Voices of dissent, resistance, and complicity in a computer programming community
KTH, School of Technology and Health (STH), Centres, Centre for Technology in Medicine and Health, CTMH. Stanford University, United States .
2008 (English)In: Management Practices in High-Tech Environments, IGI Global, 2008, 209-227 p.Chapter in book (Refereed)
Abstract [en]

Management has historically sought to restrict the options for manual workers to rebel by simplifying and limiting their jobs according to Tayloristic principles. The need for their experience and knowledge has been consciously minimized, having been relocated instead to supervisors and middle managers, working routines and machines. In high-tech industries, by contrast, the workers' fundamental contribution to the enterprise is their very knowledge, offering other possibilities for rebellious activities or, at least, for rebellious plans. This chapter focuses on one of the common denominators in the exchanges among programmers, namely the concept of knowledge: how to get it, who has got it (and who hasn't), what kinds are important and its role in their conflict with management.

Place, publisher, year, edition, pages
IGI Global, 2008. 209-227 p.
National Category
Work Sciences
Identifiers
URN: urn:nbn:se:kth:diva-163027DOI: 10.4018/978-1-59904-564-1.ch012Scopus ID: 2-s2.0-84901537737ISBN: 978-159904564-1 OAI: oai:DiVA.org:kth-163027DiVA: diva2:799486
Note

QC 20150331

Available from: 2015-03-31 Created: 2015-03-26 Last updated: 2015-03-31Bibliographically approved

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