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1.
Crowd employment platforms enable firms to source labour and expertise by leveraging Internet technology. Rather than offshoring jobs to low‐cost geographies, functions once performed by internal employees can be outsourced to an undefined pool of digital labour using a virtual network. This enables firms to shift costs and offload risk as they access a flexible, scalable workforce that sits outside the traditional boundaries of labour laws and regulations. The micro‐tasks of ‘clickwork’ are tedious, repetitive and poorly paid, with remuneration often well below minimum wage. This article will present an analysis of one of the most popular crowdsourcing sites—Mechanical Turk—to illuminate how Amazon's platform enables an array of companies to access digital labour at low cost and without any of the associated social protection or moral obligation.  相似文献   

2.
    
The COVID-19 crisis witnessed a major rise in investment in software for the digital organisation and rationalisation of work, while investment in robotics is continuously lagging behind expectations. This article argues that we can understand this development as the continuation of the rise of algorithmic management as a technological fix for profitability crises. Thus, in the face of falling wage rates and a structural overaccumulation of capital since the 1970s, algorithmic management has become an alternative to automation. The article reconstructs the history of algorithmic management in connection to economic crises. This allows for periodisation of the rise of algorithmic management from 'computer-integrated manufacturing' to remote work in four waves. In times of crisis, algorithmic management functions as a substitute for investment in 'tangible capital' such as robots. Structural economic forces thus interact with labour conflicts at the company level, shaping the rise of algorithmic management.  相似文献   

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