New ways of working and digital labour as design

contextsMattivartiainenaaltofi

tel +358-505553380

httpwwwvmworknet

Work Psychology and Leadership Department of Industrial Engineering and Management Aalto University School of Science

19012016

Chaos of concepts when defining new ways of working

Mobile technology

Mobility

Micromobility

Multi-mobility

Full mobility

Mobile employees

Campus mobility

Digital labour

Crowdsourcing

Microtasks

Freelance jobs

Digitalization

rsquoBig wavesrsquo

4

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

What is digitalization

5

(Based on prof Taija Turunen)

Technological driversFirst mankindrsquos ability to produce store process and transmit digitally coded information

has grown exponentially in the last few decades The much lauded Moorersquos Law refers to

the ability to pack transistors in an integrated circuit ever more densely and similar ldquolawsrdquo

have been ongoing in several other relevant domains (with the notable exception of battery

efficiency)

Second there are three important phenomena that were virtually unknown just a decade

ago cloud computing mobile internet and social media

Third the digital revolution which has so far largely lived ldquoon screensrdquo is starting to mesh

with our physical surroundings Robotics is hardly a new phenomenon but it has recently

gained better senses (sensors) and much more intelligence (software algorithms

processing capacity) At the same time the quality-adjusted price of a robot has

plummeted previously unimaginable robotic lawnmowers and vacuum cleaners are

commonplace A bundle of technologies known as 3D printing or additive manufacturing

holds a promise of turning the world of physical objects into a fully-personalized on-demand

infofacturing With the internet of things or even ldquoof everythingrdquo (Evans 2012) emerges an

increasingly complete virtual copy of our physical world which in turn enables a host a new

possibilities

6

(Pajarinen Mika Rouvinen Petri amp Ekeland Anders (2242015) ldquoComputerization Threatens One-Third of Finnish and Norwegian

Employmentrdquo ETLA Brief No 34 httppubetlafiETLA-Muistio-Brief-34pdf)

7

Citizens

Robotics

Microprocessors

Outcomes of digitalization on operations

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

Changing jobs and professions

Defenitions 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 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Digitalization

rsquoBig wavesrsquo

4

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

What is digitalization

5

(Based on prof Taija Turunen)

Technological driversFirst mankindrsquos ability to produce store process and transmit digitally coded information

has grown exponentially in the last few decades The much lauded Moorersquos Law refers to

the ability to pack transistors in an integrated circuit ever more densely and similar ldquolawsrdquo

have been ongoing in several other relevant domains (with the notable exception of battery

efficiency)

Second there are three important phenomena that were virtually unknown just a decade

ago cloud computing mobile internet and social media

Third the digital revolution which has so far largely lived ldquoon screensrdquo is starting to mesh

with our physical surroundings Robotics is hardly a new phenomenon but it has recently

gained better senses (sensors) and much more intelligence (software algorithms

processing capacity) At the same time the quality-adjusted price of a robot has

plummeted previously unimaginable robotic lawnmowers and vacuum cleaners are

commonplace A bundle of technologies known as 3D printing or additive manufacturing

holds a promise of turning the world of physical objects into a fully-personalized on-demand

infofacturing With the internet of things or even ldquoof everythingrdquo (Evans 2012) emerges an

increasingly complete virtual copy of our physical world which in turn enables a host a new

possibilities

6

(Pajarinen Mika Rouvinen Petri amp Ekeland Anders (2242015) ldquoComputerization Threatens One-Third of Finnish and Norwegian

Employmentrdquo ETLA Brief No 34 httppubetlafiETLA-Muistio-Brief-34pdf)

7

Citizens

Robotics

Microprocessors

Outcomes of digitalization on operations

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

Changing jobs and professions

Defenitions 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 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

rsquoBig wavesrsquo

4

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

What is digitalization

5

(Based on prof Taija Turunen)

Technological driversFirst mankindrsquos ability to produce store process and transmit digitally coded information

has grown exponentially in the last few decades The much lauded Moorersquos Law refers to

the ability to pack transistors in an integrated circuit ever more densely and similar ldquolawsrdquo

have been ongoing in several other relevant domains (with the notable exception of battery

efficiency)

Second there are three important phenomena that were virtually unknown just a decade

ago cloud computing mobile internet and social media

Third the digital revolution which has so far largely lived ldquoon screensrdquo is starting to mesh

with our physical surroundings Robotics is hardly a new phenomenon but it has recently

gained better senses (sensors) and much more intelligence (software algorithms

processing capacity) At the same time the quality-adjusted price of a robot has

plummeted previously unimaginable robotic lawnmowers and vacuum cleaners are

commonplace A bundle of technologies known as 3D printing or additive manufacturing

holds a promise of turning the world of physical objects into a fully-personalized on-demand

infofacturing With the internet of things or even ldquoof everythingrdquo (Evans 2012) emerges an

increasingly complete virtual copy of our physical world which in turn enables a host a new

possibilities

6

(Pajarinen Mika Rouvinen Petri amp Ekeland Anders (2242015) ldquoComputerization Threatens One-Third of Finnish and Norwegian

Employmentrdquo ETLA Brief No 34 httppubetlafiETLA-Muistio-Brief-34pdf)

7

Citizens

Robotics

Microprocessors

Outcomes of digitalization on operations

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

Changing jobs and professions

Defenitions 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 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

What is digitalization

5

(Based on prof Taija Turunen)

Technological driversFirst mankindrsquos ability to produce store process and transmit digitally coded information

has grown exponentially in the last few decades The much lauded Moorersquos Law refers to

the ability to pack transistors in an integrated circuit ever more densely and similar ldquolawsrdquo

have been ongoing in several other relevant domains (with the notable exception of battery

efficiency)

Second there are three important phenomena that were virtually unknown just a decade

ago cloud computing mobile internet and social media

Third the digital revolution which has so far largely lived ldquoon screensrdquo is starting to mesh

with our physical surroundings Robotics is hardly a new phenomenon but it has recently

gained better senses (sensors) and much more intelligence (software algorithms

processing capacity) At the same time the quality-adjusted price of a robot has

plummeted previously unimaginable robotic lawnmowers and vacuum cleaners are

commonplace A bundle of technologies known as 3D printing or additive manufacturing

holds a promise of turning the world of physical objects into a fully-personalized on-demand

infofacturing With the internet of things or even ldquoof everythingrdquo (Evans 2012) emerges an

increasingly complete virtual copy of our physical world which in turn enables a host a new

possibilities

6

(Pajarinen Mika Rouvinen Petri amp Ekeland Anders (2242015) ldquoComputerization Threatens One-Third of Finnish and Norwegian

Employmentrdquo ETLA Brief No 34 httppubetlafiETLA-Muistio-Brief-34pdf)

7

Citizens

Robotics

Microprocessors

Outcomes of digitalization on operations

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

Changing jobs and professions

Defenitions 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 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Technological driversFirst mankindrsquos ability to produce store process and transmit digitally coded information

has grown exponentially in the last few decades The much lauded Moorersquos Law refers to

the ability to pack transistors in an integrated circuit ever more densely and similar ldquolawsrdquo

have been ongoing in several other relevant domains (with the notable exception of battery

efficiency)

Second there are three important phenomena that were virtually unknown just a decade

ago cloud computing mobile internet and social media

Third the digital revolution which has so far largely lived ldquoon screensrdquo is starting to mesh

with our physical surroundings Robotics is hardly a new phenomenon but it has recently

gained better senses (sensors) and much more intelligence (software algorithms

processing capacity) At the same time the quality-adjusted price of a robot has

plummeted previously unimaginable robotic lawnmowers and vacuum cleaners are

commonplace A bundle of technologies known as 3D printing or additive manufacturing

holds a promise of turning the world of physical objects into a fully-personalized on-demand

infofacturing With the internet of things or even ldquoof everythingrdquo (Evans 2012) emerges an

increasingly complete virtual copy of our physical world which in turn enables a host a new

possibilities

6

(Pajarinen Mika Rouvinen Petri amp Ekeland Anders (2242015) ldquoComputerization Threatens One-Third of Finnish and Norwegian

Employmentrdquo ETLA Brief No 34 httppubetlafiETLA-Muistio-Brief-34pdf)

7

Citizens

Robotics

Microprocessors

Outcomes of digitalization on operations

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

Changing jobs and professions

Defenitions 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 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

7

Citizens

Robotics

Microprocessors

Outcomes of digitalization on operations

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

Changing jobs and professions

Defenitions 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 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Outcomes of digitalization on operations

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

Changing jobs and professions

Defenitions 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 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

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

Changing jobs and professions

Defenitions 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 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

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

Changing jobs and professions

Defenitions 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 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Changing jobs and professions

Defenitions 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 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Defenitions 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 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Temporary work in Europe - EU27 2001ndash

2014

Eurofound (2015) Recent developments in temporary employment Employment growth

wages and transitions Publications Office of the European Union Luxembourg

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Some charaterictics

bull Temporary employment grew by 25 between 2001 and

2012 compared with 7 for permanent employment

bull Employers are recruiting a much higher proportion of new

employees on temporary contracts in the EU27 (up to 50

between 2010 and 2012 compared with 40 in 2002)

bull The likelihood of holding a temporary contract is higher for

employees with lower educational attainment non-nationals

part-time employees and those working in agriculture and

certain service sectors

bull On average temporary employees in the 19 Member States

with complete SES coverage earn wages that are 19 lower

than those of permanent employees

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Identification of new ways of

employment

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Employment forms as new or of

increasing importance from year 2000bull Employee sharing where an

individual worker is jointly hired by a

group of employers to meet the HR

needs of various companies resulting

in permanent full-time employment for

the worker

bull Job sharing where an employer

hires two or more workers to jointly fill

a specific job combining two or more

part-time jobs into a full-time position

bull Interim management in which highly

skilled experts are hired temporarily

for a specific project or to solve a

specific problem thereby integrating

external management capacities in

the work organisation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

bull Casual work where an employer is not obliged to provide work regularly to the

employee but has the flexibility of calling them in on demand

bull ICT-based mobile work where workers can do their job from any place at any

time supported by modern technologies

bull Voucher-based work where the employment relationship is based on

payment for services with a voucher purchased from an authorised organisation

that covers both pay and social security contributions

bull Portfolio work where a self-employed individual works for a large number of

clients doing small-scale jobs for each of them

bull Crowd employment where an online platform matches employers and

workers often with larger tasks being split up and divided among a lsquovirtual

cloudrsquo of workers

bull Collaborative employment where freelancers the self-employed or micro

enterprises cooperate in some way to overcome limitations of size and

professional isolation

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Implications for working

conditions and the labour marketbull Employee sharing job sharing and interim management seem to offer beneficial

working conditions combining enhanced flexibility for workers with a good level of

job security

bull ICT-based mobile work offers some flexibility autonomy and empowerment but

also incurs the danger of work intensification increased stress levels and working

time and blurring of the boundaries between work and private life It may also

outsource traditional employer responsibilities such as health and safety protection

to workers

bull For freelancers and the self-employed portfolio work crowd employment and

collaborative employment may enrich work content through diversification

bull Voucher-based work entails some job insecurity social and professional isolation

and limited access to HR measures and career development but offers workers the

opportunity to work legally better social protection and perhaps better pay

bull Casual work is characterised by low income job insecurity poor social protection

and little or no access to HR benefits The high level of flexibility might benefit some

workers but for most it is too much and they would prefer more continuity

Eurofound (2015) New forms of employment Publications Office of the European Union Luxembourg

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Traditional telework

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Prevalence and development in telework in USA 2001-2010

(The WorldatWork Special Report lsquoTelework 2011rsquo p 3)

Mil

lion

s of

emp

loyee

s

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

Telework at home in USAbull Telecommuting defined here as work tasks regularly performed at home 24 percent

of employed Americans report that they work at least some hours at home each week

(See American Time Use Surveymdash2010 Results USDL-11-0919 US Bureau of Labor

Statistics June 22 2011)

bull Proponents telecommuting can cut commuting time and costs reduce energy

consumption and traffic congestion and contribute to worklife balance for those with

caregiving responsibilities

bull Findings ndash telecommuting seems to boost productivity decrease absenteeism and increase retention (Ravi S Gajendran and David A Harrison

ldquoThe Good the Bad and the Unknown about Telecommuting Meta-Analysis of Psychological Mediators and Individual

Consequencesrdquo Journal of Applied Psychology 92 no 6 (2007) pp 1524ndash1541)

ndash approximately 10 percent telecommuted in the mid-1990s The rate increased slightly to 17 percent in the early 2000s and then

remained constant

ndash Telecommuters worked between 5 and 7 total hours more per week than non-telecommuters

ndash The average number of hours spent telecommuting is approximately 6 hours per week

ndash Telecommuting is not unequivocally helpful in reducing work-family conflicts

bull Telecommuting appears to have become instrumental in the general expansion of work

hours facilitating workersrsquo needs for additional worktime beyond the standard

workweek andor the ability of employers to increase or intensify work demands among

their salaried employees

Noonan MC amp Glass JL (2012) The hard truth about telecommuting Monthly Labour Review

135 6 38-45

MOBILE MULTI-LOCATIONAL WORK

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

MOBILE MULTI-LOCATIONAL WORK

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 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

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

Multi-locational work in Europe 2010

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

Example Moving because of work outside main workplace in Finland

Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013 Helsinki

Statistics Finland

ALL

WOMEN

MEN

Almost always Half ndash frac34 time Minimum ndash frac14 time Less

Koroma J Hyrkkaumlnen U amp Vartiainen M (2014) Looking for People Places and Connections

Hindrances when Working in Multiple Locations - A Review New Technology

Work and Employment 29 2 139-159

Generic hindrances in spaces of mobile work

Koroma J Hyrkkaumlnen U amp Vartiainen M (2014) Looking for People Places and Connections

Hindrances when Working in Multiple Locations - A Review New Technology

Work and Employment 29 2 139-159

Place-specifichindrancesin spaces of Mobile work

Dispersedcollaboration

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

Differences between virtual and conventional teams

SPATIAL DISTANCE

Distributed

COMMUNICATION

Technologicallymediated

Virtual teams

SPATIAL DISTANCE

Proximal

COMMUNICATION

Face-to-Face

Teams

(Bell amp Kozlowski 2002 22)

Fully

Dispersed

Three

Subgroups

Two Subgroups

(From Sirkka L Jarvenpaa 2009)

Different types of dispersed teams

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 ndashCROWD WORKING

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

Multi-locational work in Europe 2010

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

Example Moving because of work outside main workplace in Finland

Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013 Helsinki

Statistics Finland

ALL

WOMEN

MEN

Almost always Half ndash frac34 time Minimum ndash frac14 time Less

Koroma J Hyrkkaumlnen U amp Vartiainen M (2014) Looking for People Places and Connections

Hindrances when Working in Multiple Locations - A Review New Technology

Work and Employment 29 2 139-159

Generic hindrances in spaces of mobile work

Koroma J Hyrkkaumlnen U amp Vartiainen M (2014) Looking for People Places and Connections

Hindrances when Working in Multiple Locations - A Review New Technology

Work and Employment 29 2 139-159

Place-specifichindrancesin spaces of Mobile work

Dispersedcollaboration

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

Differences between virtual and conventional teams

SPATIAL DISTANCE

Distributed

COMMUNICATION

Technologicallymediated

Virtual teams

SPATIAL DISTANCE

Proximal

COMMUNICATION

Face-to-Face

Teams

(Bell amp Kozlowski 2002 22)

Fully

Dispersed

Three

Subgroups

Two Subgroups

(From Sirkka L Jarvenpaa 2009)

Different types of dispersed teams

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 ndashCROWD WORKING

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

Example Moving because of work outside main workplace in Finland

Sutela H amp Lehto A-M (2014) Tyoumlolojen muutokset 1977-2013 Helsinki

Statistics Finland

ALL

WOMEN

MEN

Almost always Half ndash frac34 time Minimum ndash frac14 time Less

Koroma J Hyrkkaumlnen U amp Vartiainen M (2014) Looking for People Places and Connections

Hindrances when Working in Multiple Locations - A Review New Technology

Work and Employment 29 2 139-159

Generic hindrances in spaces of mobile work

Koroma J Hyrkkaumlnen U amp Vartiainen M (2014) Looking for People Places and Connections

Hindrances when Working in Multiple Locations - A Review New Technology

Work and Employment 29 2 139-159

Place-specifichindrancesin spaces of Mobile work

Dispersedcollaboration

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

Differences between virtual and conventional teams

SPATIAL DISTANCE

Distributed

COMMUNICATION

Technologicallymediated

Virtual teams

SPATIAL DISTANCE

Proximal

COMMUNICATION

Face-to-Face

Teams

(Bell amp Kozlowski 2002 22)

Fully

Dispersed

Three

Subgroups

Two Subgroups

(From Sirkka L Jarvenpaa 2009)

Different types of dispersed teams

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 ndashCROWD WORKING

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

Koroma J Hyrkkaumlnen U amp Vartiainen M (2014) Looking for People Places and Connections

Hindrances when Working in Multiple Locations - A Review New Technology

Work and Employment 29 2 139-159

Generic hindrances in spaces of mobile work

Koroma J Hyrkkaumlnen U amp Vartiainen M (2014) Looking for People Places and Connections

Hindrances when Working in Multiple Locations - A Review New Technology

Work and Employment 29 2 139-159

Place-specifichindrancesin spaces of Mobile work

Dispersedcollaboration

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

Differences between virtual and conventional teams

SPATIAL DISTANCE

Distributed

COMMUNICATION

Technologicallymediated

Virtual teams

SPATIAL DISTANCE

Proximal

COMMUNICATION

Face-to-Face

Teams

(Bell amp Kozlowski 2002 22)

Fully

Dispersed

Three

Subgroups

Two Subgroups

(From Sirkka L Jarvenpaa 2009)

Different types of dispersed teams

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 ndashCROWD WORKING

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

Koroma J Hyrkkaumlnen U amp Vartiainen M (2014) Looking for People Places and Connections

Hindrances when Working in Multiple Locations - A Review New Technology

Work and Employment 29 2 139-159

Place-specifichindrancesin spaces of Mobile work

Dispersedcollaboration

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

Differences between virtual and conventional teams

SPATIAL DISTANCE

Distributed

COMMUNICATION

Technologicallymediated

Virtual teams

SPATIAL DISTANCE

Proximal

COMMUNICATION

Face-to-Face

Teams

(Bell amp Kozlowski 2002 22)

Fully

Dispersed

Three

Subgroups

Two Subgroups

(From Sirkka L Jarvenpaa 2009)

Different types of dispersed teams

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 ndashCROWD WORKING

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

Dispersedcollaboration

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

Differences between virtual and conventional teams

SPATIAL DISTANCE

Distributed

COMMUNICATION

Technologicallymediated

Virtual teams

SPATIAL DISTANCE

Proximal

COMMUNICATION

Face-to-Face

Teams

(Bell amp Kozlowski 2002 22)

Fully

Dispersed

Three

Subgroups

Two Subgroups

(From Sirkka L Jarvenpaa 2009)

Different types of dispersed teams

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 ndashCROWD WORKING

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

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

Differences between virtual and conventional teams

SPATIAL DISTANCE

Distributed

COMMUNICATION

Technologicallymediated

Virtual teams

SPATIAL DISTANCE

Proximal

COMMUNICATION

Face-to-Face

Teams

(Bell amp Kozlowski 2002 22)

Fully

Dispersed

Three

Subgroups

Two Subgroups

(From Sirkka L Jarvenpaa 2009)

Different types of dispersed teams

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 ndashCROWD WORKING

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

Differences between virtual and conventional teams

SPATIAL DISTANCE

Distributed

COMMUNICATION

Technologicallymediated

Virtual teams

SPATIAL DISTANCE

Proximal

COMMUNICATION

Face-to-Face

Teams

(Bell amp Kozlowski 2002 22)

Fully

Dispersed

Three

Subgroups

Two Subgroups

(From Sirkka L Jarvenpaa 2009)

Different types of dispersed teams

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 ndashCROWD WORKING

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

Fully

Dispersed

Three

Subgroups

Two Subgroups

(From Sirkka L Jarvenpaa 2009)

Different types of dispersed teams

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 ndashCROWD WORKING

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

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 ndashCROWD WORKING

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

DIGITAL LABOUR IN CLOUD ndashCROWD WORKING

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

httpwwwflyingwordsfi

httpswwwgooglefimapsplaceLehtoniementie+99+70840+Kuopio6285127927698726510zdata=4m23m11s0x4684b1284f0ea7650x6c979107a840c3f3

04032010 TKK

04032010 TKK

httpswwwelancecom

04032010 TKK

httpswwwelancecom

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

Examples Mechanical turk Elance amp

Odesk

Mechanical turk httpswwwmturkcommturkwelcome

Elance httpswwwelancecom

Odesk httpswwwodeskcom

Examples Mechanical turk Elance amp

Odesk

Mechanical turk httpswwwmturkcommturkwelcome

Elance httpswwwelancecom

Odesk httpswwwodeskcom

James Steward University of Edinburgh

COST Dynamics of Virtual Work

Bucharest March 2014

Business model A

Business model B

Earnings

User organization activities

httpwwwcloudmebabycom

httpswwwfreelancersunionorg

httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml

Business model A

Business model B

Earnings

User organization activities

httpwwwcloudmebabycom

httpswwwfreelancersunionorg

httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml

Business model B

Earnings

User organization activities

httpwwwcloudmebabycom

httpswwwfreelancersunionorg

httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml

Earnings

User organization activities

httpwwwcloudmebabycom

httpswwwfreelancersunionorg

httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml

User organization activities

httpwwwcloudmebabycom

httpswwwfreelancersunionorg

httpisjrceceuropaeupagesEmployability-TheFutureofWorkhtml

Some research needs

Observations and conclusions

1 Stress and well-being job demands become more complex (contextual complexity) new forms of mental load such as isolation and loneliness On the other hand satisfaction and feelings of autonomy

2 Work-family contradiction more and more work is done at home On the other hand home work is done more at work

3 Competence needs change for example mobile work demands new characteristics and operative skills

4 Organizing and leadership no immediate control but it is possible by using ACT New leadership models are needed

5 Working conditions and contracts needs for negotiation grow as employee autonomy grows Telework contract is not enough

6 Digital divide between continents and countries SMSs and big companies (startups are a different topic) young and old minorities vs majorities

Observations and conclusions II

7 Complexity (task + context) increases in distributedand mobile work

8 Significance of physical (context) workplacesincrease as their number increase (multilocality)

9 The functionality of tools and spaces is a challenge10Feelings of belonging are challenged

bull Models of work organizing and working should bechanged

DISCUSSION

MoreGilson 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 Published online before print November 24 2014 doi 1011770149206314559946Andriessen 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

Observations and conclusions

1 Stress and well-being job demands become more complex (contextual complexity) new forms of mental load such as isolation and loneliness On the other hand satisfaction and feelings of autonomy

2 Work-family contradiction more and more work is done at home On the other hand home work is done more at work

3 Competence needs change for example mobile work demands new characteristics and operative skills

4 Organizing and leadership no immediate control but it is possible by using ACT New leadership models are needed

5 Working conditions and contracts needs for negotiation grow as employee autonomy grows Telework contract is not enough

6 Digital divide between continents and countries SMSs and big companies (startups are a different topic) young and old minorities vs majorities

Observations and conclusions II

7 Complexity (task + context) increases in distributedand mobile work

8 Significance of physical (context) workplacesincrease as their number increase (multilocality)

9 The functionality of tools and spaces is a challenge10Feelings of belonging are challenged

bull Models of work organizing and working should bechanged

DISCUSSION

MoreGilson 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 Published online before print November 24 2014 doi 1011770149206314559946Andriessen 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

Observations and conclusions II

7 Complexity (task + context) increases in distributedand mobile work

8 Significance of physical (context) workplacesincrease as their number increase (multilocality)

9 The functionality of tools and spaces is a challenge10Feelings of belonging are challenged

bull Models of work organizing and working should bechanged

DISCUSSION

MoreGilson 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 Published online before print November 24 2014 doi 1011770149206314559946Andriessen 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

DISCUSSION

MoreGilson 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 Published online before print November 24 2014 doi 1011770149206314559946Andriessen 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

MoreGilson 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 Published online before print November 24 2014 doi 1011770149206314559946Andriessen 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