Do Networked Workers Have More Control? The Implications of Teamwork, Telework, ICTs, and Social Capital for Job Decision Latitude

In: American behavioral scientist: ABS, Band 59, Heft 4, S. 492-507

Abstract

The shift toward "networked work" in the United States—spurred on by globalization, technological changes, and the reorganization of work activities—has important consequences for job quality that require further investigation. Using nationally representative data from the 2008 Networked Worker Survey, we examine how teamwork, telework, and information and communication technology use are associated with, and positively and significantly predict, job decision latitude (autonomy and skill development). The results imply that networked work helps enhance job decision latitude partly through greater network connectivity (social capital). Furthermore, the contribution of information and communication technology use to job decision latitude is contingent on its perceived benefits and on the organization of work into teams. These findings therefore help deepen our understanding of how the changing character of work affects worker control in contemporary workplaces.