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This paper reflects on the paradigmatic assumptions and ideologies that have shaped algorithmic management research. We identify two sets of assumptions: one about the "ontology of algorithms" (which holds that human resource management [HRM] algorithms are non‐human entities with material agency) and one about the "ontology of management" that HRM algorithms afford (which understands algorithmic management as a form of control for maximizing economic/shareholder value). We explain how these core assumptions underpin existing research of HRM algorithms, causing blind spots that hinder new ways of understanding and studying algorithmic management. After identifying and unpacking the assumptions and blind spots, we offer avenues to overcome these blind spots, allowing for future research based on new ideological assumption grounds that will help move algorithmic management scholarship further in significant ways. [ABSTRACT FROM AUTHOR]

Recent developments in technology have intensified the totalizing potential of surveillance within the workplace. Our paper proposes a theory of hegemonic surveillance to enhance our understanding of these processes. We argue that it is necessary to theorize surveillance as a multilevel phenomenon. Accordingly, we propose a model of hegemonic surveillance that starts from the outer socio/political level, characterized by neoliberalism. This sees workers in wholly economic terms, as units of productive capacity, rather than fully fledged human beings. It is an ideological context that underpins the growth of surveillance within the workplace. We employ Gramsci's ideas of hegemony to theorize the normalization of surveillance that is thus produced. Surveillance is increasingly inescapable (performance is monitored and measured at all times, in all spaces) and pervasive (it encompasses all aspects of human performance, including emotions, health and lifestyle). Extending Burawoy's ideas of consent, we argue that the performance of consent is central to the perpetuation of hegemony. Such performances, while seemingly voluntary, are becoming mandatory in ever more work contexts. At an individual level, we articulate the risk of totally surveilled employees becoming cyberized, totalized and thespianized. While acknowledging resistance, and ourselves seeking to resist technological determinism, the purpose of this paper is to theorize a dystopian future of work that could come to pass if present trends remain unchecked. [ABSTRACT FROM AUTHOR]

Workers subject to algorithmic management, both in platform work and in conventional employment settings, often face a justice gap in enforcing their rights, due to the opacity characterizing most automated algorithmic decision-making processes. This paper argues that trade unions are in a more favourable position than individual workers to fill this justice gap through litigation, especially when collective redress mechanisms are available. However, this becomes possible only when the legal system is favourable to this type of litigation. This article analyses three legal domains at EU level where justiciable rights are more likely to be violated through algorithmic management devices, in order to assess whether it is legally feasible for trade unions to promote algorithmic litigation under EU law. Even when the legal framework is conducive to this type of litigation, it cannot be automatically expected that trade unions will more frequently resort to it to better enforce the rights of workers subject to algorithmic management devices. Previous research shows that trade unions are traditionally keen on turning to litigation only when they are able to link it to their broader strategies. This paper claims that this may be the case against employers using algorithmic management. For trade unions, resorting to litigation can be strategically instrumental not only to fulfil the legal purpose of alleviating the justice gap faced by workers through a better ex post enforcement of their rights, but also to achieve the meta-legal purpose of mobilizing them and the para-legal purpose of strengthening collective bargaining, especially considering that this would constitute an effective means to induce stronger ex ante compliance. [ABSTRACT FROM AUTHOR]

Using firm-level data from 28 European countries, this paper explores the relationship between two types of innovation (process and digital) and different forms of control (direct and indirect) at the workplace. We find that (1) digital innovation is more common than process innovation; (2) more innovative firms record higher levels of indirect control (especially related to algorithmic management) and lower levels of direct control; (3) the relationship between innovation and control is not uniform across European regions. These findings nurture the debate on the future of work as the process of digitalisation may promote a shift towards indirect forms of control and contribute to reducing the degree of direct control. Moreover, these changes may also affect the bargaining process and lead to a redefinition of managerial roles, though it should be acknowledged that social and institutional factors play an important role in shaping this process. [ABSTRACT FROM AUTHOR]

Criminal proceedings, immigration applications, and credit scoring use algorithms to decide or assist in the decision-making process of applications. The proliferation of these algorithms has raised concern over their fairness, transparency, and accountability. The main problems arise from the distinction between algorithmic and human decision-making. Algorithms’ outputs are hard to explain in human language, and their inner workings may be opaque. Therefore, hidden biases or discriminatory reasoning may be hard to detect. Also, algorithmic decision-making (ADM) challenges existing liability structures, so the specific human or institution accountable for incorrect decisions is not always defined. To address these concerns, a common strategy is increasing the level of human oversight by keeping the human-in-the-loop of ADM. However, recent findings show that this strategy does not independently address the concerns over ADM. Through a literature review, this paper analyzes the role of the human-in-the-loop as a strategy to improve transparency, fairness, and accountability in ADM. This paper challenges the hypothesis that the human-in-the-loop is a self-standing solution to these issues. Instead, this paper proposed that algorithms should follow a human-centric design to ensure the human-in-the-loop can make meaningful contributions to the decision-making cycle. This paper uses the COMPAS algorithm, a recidivism prediction model, as a critical case to illustrate these findings. [ABSTRACT FROM AUTHOR]

Gig work accessed through the medium of digital platforms has become an increasingly researched and debated topic owing to several features which distinguish it from other variants of temporary work. It represents a form of working that typically falls outside the standard boundaries of the organisation and employment relationships and where technology has a most pervasive role. This paper, alongside five special issue contributions, explores the enactment of technologically mediated HRM in the gig economy. We make the case for enhanced research efforts on HRM without employment contexts. More specifically, there is a need for greater appreciation of the diversity within the digital platform classification, and what this may mean for the role and value of HRM. While gig workers tend to fall outside the HRM field's remit, we expose how this is problematic given the presence of several activities and practices that one traditionally associates with the HR function. [ABSTRACT FROM AUTHOR]

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Digital technologies have led to the emergence of new forms of flexible work, such as crowdwork or information and communication technology-enabled mobile work, over the past decade. This is considered as a positive development for its high flexibility in hours and place of work, and also for providing employment opportunities to workers in developing countries, individuals with disabilities or those with care responsibilities. This article examines the on-going trend in outsourcing low-skilled work to the crowd through online platforms, and how platform design features and algorithmic management are used by digital labour platforms to assign, monitor and evaluate work. The paper argues that these distinctive features of digital platforms have an impact on working conditions in terms of access to tasks, remuneration and working time flexibility. The paper draws on a global survey of 675 workers on five globally operating platforms in 27 developing countries. Its findings highlight the need for transparency in platform architecture, design and algorithms to ensure that workers are protected from the vulnerabilities they face with digital work. [ABSTRACT FROM AUTHOR]

New technologies currently affect all human activities and are becoming a part of our everyday lives. The use of digitalisation, algorithmic management, and the withdrawal of human decision-making in various phases of working life entails many risks not only in the field of work and human resource management. Even though the rules of algorithmic management do not come only within the scope of employment law, and at the same time employment law fails to explicitly provide for proper protection of employees against damage suffered as a result of automated decision-making, this issue is partially covered within the scope of personal data protection. At the centre of our attention is the issue of the sufficiency of these rules in the field of personal data protection concerning employment law relations, including certain de lege ferenda suggestions. [ABSTRACT FROM AUTHOR]

Using tools like machine learning algorithms, digital platforms raise new challenges to our understanding of control-governance dynamics in organisations. In this paper, we explore a unique governance mechanism; nudging – i.e. liberty-preserving approaches that steer people in particular directions – and provide exploratory findings that extend prior research in behavioural economics and organisational control-governance dynamics towards platform markets. We surveyed 166 Uber drivers to explicate the workings and effects of Uber's good (i.e. transparent and easy to opt-out) and evil (i.e. obscure and misleading) nudges. Our findings suggest that while drivers are more satisfied with good nudges, these nudges do not make them more productive (i.e. increase their earnings-per-hour). Evil nudges, on the other hand, seem to have no effect on driver productivity. With experience, drivers learn to respond less to nudges (as they may realise that Uber's nudges do not seem to increase their productivity). We extend the platform governance literature by highlighting whether and when nudges could influence drivers by creating false expectations. Our exploratory approach highlights new possible boundary conditions for the traditional theories, for example, Herzberg's hygiene-motivation theory that, while differentiating hygiene factors from motivating factors, do not have the level of specificity to show the effects we discover here. [ABSTRACT FROM AUTHOR]

This research explores how a new relation of production—the shift from human managers to algorithmic managers on digital platforms—manufactures workplace consent. While most research has argued that the task standardization and surveillance that accompany algorithmic management will give rise to the quintessential "bad job" (Kalleberg, Reskin, and Hudson, 2000; Kalleberg, 2011), I find that, surprisingly, many workers report liking and finding choice while working under algorithmic management. Drawing on a seven-year qualitative study of the largest sector in the gig economy, the ride-hailing industry, I describe how workers navigate being managed by an algorithm. I begin by showing how algorithms segment the work at multiple sites of human–algorithm interactions and how this configuration of the work process allows for more-frequent and narrow choice. I find that workers use two sets of tactics. In engagement tactics, individuals generally follow the algorithmic nudges and do not try to get around the system; in deviance tactics, individuals manipulate their input into the algorithmic management system. While the behaviors associated with these tactics are practical opposites, they both elicit consent, or active, enthusiastic participation by workers to align their efforts with managerial interests, and both contribute to workers seeing themselves as skillful agents. However, this choice-based consent can mask the more-structurally problematic elements of the work, contributing to the growing popularity of what I call the "good bad" job. [ABSTRACT FROM AUTHOR]

Copyright of Zagreb Law Review is the property of University of Zagreb Law School / Pravni fakultet Sveucilista u Zagrebu and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Gender & Development is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Workforce scheduling is becoming increasingly complex and time-consuming as the number of influencing factors increases. Intelligent, algorithmic optimization approaches can support managers in mastering this complex task. Since workforce scheduling influences key elements of work design, it has the potential to promote human-centered work design and thus, e.g., reduce stress and increase job satisfaction. This paper presents a literature review of various factors considered by existing algorithmic scheduling approaches in manufacturing environments. The identified factors are classified based on the dimensions of human-centered work design. The results show that the identified approaches integrate various aspects that can support human-centered workforce scheduling. However, usually only specific aspects are considered (e.g. learning effects) and certain dimensions are not considered at all (e.g. feedback). In order to exploit the potentials of algorithmic management for the design of humane work, an exemplary optimization model is presented and discussed. [ABSTRACT FROM AUTHOR]

Existing IS research on platform work has narrowly focused on the managerial operations of algorithmic management or its business implications. Limited research has paid attention to the scalar effects and societal implications of platform work. In this study, we address the phenomenon of 'speed' in the on‐demand economy through a qualitative study of Chinese food delivery workers. We construct a performative view of spatiotemporality to illustrate the reconfiguration of multiple spatiotemporal orders. The paper thus broadens the theorisation of time and space in IS research and provides a more nuanced and critical understanding of platform work against the backdrop of structural inequality in platform capitalism. [ABSTRACT FROM AUTHOR]

Online labor platforms (OLPs) can use algorithms along two dimensions: matching and control. While previous research has paid considerable attention to how OLPs optimize matching and accommodate market needs, OLPs can also employ algorithms to monitor and tightly control platform work. In this paper, we examine the nature of platform work on OLPs, and the role of algorithmic management in organizing how such work is conducted. Using a qualitative study of Uber drivers' perceptions, supplemented by interviews with Uber executives and engineers, we present a grounded theory that captures the algorithmic management of work on OLPs. In the context of both algorithmic matching and algorithmic control, platform workers experience tensions relating to work execution, compensation, and belonging. We show that these tensions trigger market-like and organization-like response behaviors by platform workers. Our research contributes to the emerging literature on OLPs. [ABSTRACT FROM AUTHOR]

Copyright of Revista de Contabilidade e Organizações is the property of Revista de Contabilidade e Organizacoes and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This article explores how gig workers interact with more conventional employees. Drawing on original qualitative and quantitative data from Instacart shoppers and grocery store staff, this article shows how Instacart's algorithmic management system pushes shoppers to mistreat in-store staff. Yet for shoppers who frequently interact with staff, the author finds they develop cooperative, cross-organization co-worker relationships. These relationships grant shoppers access to resources typically reserved for staff, allowing them to navigate the algorithmic constraints that Instacart places on them. Findings show that platform companies' use of algorithmic management tools can spill over to negatively affect the working conditions of conventional workers; but also, that gig workers can improve their own conditions by building relationships with their conventional peers. [ABSTRACT FROM AUTHOR]

Copyright of Revista Española de Sociología is the property of Federacion Espanola de Sociologia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

An increasing number of workers turn to digital platforms – such as Fiverr, Freelancer, and Upwork – as an alternative to traditional work arrangements. Digital platforms govern how gig workers join, move through, and leave platforms – often with the help of self-learning algorithms. While digital platforms and algorithms take on HRM practices, we know little about how HRM activities unfold on digital work platforms in the gig economy. The study therefore aims to understand how HRM activities apply to and take shape on digital platforms by studying worker perceptions. We combine supervised text analysis with an in-depth qualitative content analysis, relying on 12'924 scraped comments from an online forum of workers on Upwork. We outline five conversations on HRM practices that pertain to access and mobility, training and development, scoring and feedback, appraisal and control and platform literacy and support. Based on these findings, we build five propositions about how digital work platforms employ HRM activities. Our paper contributes to recent work on HRM on digital platforms by (1) developing a new mixed-methods approach that illustrates how the content of HRM practices may differ from traditional organizations, (2) highlighting the changing role of actors in creating HRM practices by introducing the concept of 'crowd-created' HRM practices, and (3) conceptualizing how digital platforms employ a 'hybrid HRM approach'. [ABSTRACT FROM AUTHOR]

Copyright of Acta Universitatis Lodziensis. Folia Luridica is the property of Wydawnictwo Uniwersytetu Lodzkiego and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This paper is delivered from a conceptual theoretical review of grey literature: identifying key concepts and pragmatic policy interventions, which are required to address various aspects of the digital workforce. The main objective and purpose of this study is to analyze then articulate how technological panopticism, digital surveillance has changed the world of work. The study alerts us to the significant changes in work relations, which have been imposed by the digital age. At a nascent level society is asked to consider; how prepared are we to address the effects of technological panopticism on the mental (and physical) wellbeing of digital workers. On a nuanced basis the study fulfils another societal role: acting to introduce consideration of the digital surveillance aspects of how interaction with artificial intelligence and/or the internet of things could develop in the 2020s. [ABSTRACT FROM AUTHOR]

We advance the concept of platformic management, and the ways in which platforms help to structure project-based or "gig" work. We do so knowing that the popular press and a substantial number of the scholarly publications characterize the "rise of the gig economy" as advancing worker autonomy and flexibility, focusing attention to online digital labor platforms such as Uber and Amazon's Mechanical Turk. Scholars have conceptualized the procedures of control exercised by these platforms as exerting "algorithmic management," reflecting the use of extensive data collection to feed algorithms that structure work. In this paper, we broaden the attention to algorithmic management and gig-working control in two ways. First, we characterize the managerial functions of Upwork, an online platform that facilitates knowledge-intensive freelance labor - to advance discourse beyond ride-sharing and room-renting labor. Second, we advance the concept of platformic management as a means to convey a broader and sociotechnical premise of these platforms' functions in structuring work. We draw on data collected from Upwork forum discussions, interviews with gig workers who use Upwork, and a walkthrough analysis of the Upwork platform to develop our analysis. Our findings lead us to articulate platformic management -- extending beyond algorithms -- and to present the platform as a "boundary resource" to illustrate the paradoxical affordances of Upwork and similar labor platforms. That is, the platform (1) enables the autonomy desired by gig workers, while (2) also serving as a means of control that helps maintain the viability of transactions and protects the platform from disintermediation. [ABSTRACT FROM AUTHOR]

Copyright of Industrielle Beziehungen is the property of Rainer Hampp Verlag and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The article concerns the role of Polish trade unions in creating a legal framework for the tech-based employment. The authors discuss the impact of the algorithmic management on the structure of the employment relationship and justify the need to protect workers. Social partners can play an important role in shaping this protection. The article discusses the legal instruments which can be used by trade unions. The text outlines the actual picture of collective relations in the technological area. The authors consider the reasons of the weakness of the social dialogue and analyze solutions which could contribute to improving the situation. [ABSTRACT FROM AUTHOR]

The 'black box issue' is one of the biggest problems with algorithmic management. The lack of transparency in the operation and decision-making of AI is of greatest concern to those whose data is being processed (including employees). Trade unions, as the organisations that most represent the interests of workers, can play a big role here; however, they need to be empowered. There is a lack of legislation at EU and Member State level to set norms for this issue; the only country that has already introduced such legislation is Spain. The draft Polish regulation refers to the Spanish solutions and seems to be very interesting. It introduces the possibility for trade unions to obtain data from an employer on the operation of AI in relation to the algorithmic management of employees. The authors present this regulation against the background of EU recommendations and previous Polish legislation on the employer's obligation to provide information. They also identify elements that need to be refined during the parliamentary process in order to make the regulation more effective in protecting workers' rights. [ABSTRACT FROM AUTHOR]

Platform work represents a new form of non-standard work without recognition by European labour law. In recent years, the issue of improving working conditions in platform work has been at the heart of political and academic debate. On 11th March 2024, the employment and social affairs ministers of the EU Member States endorsed the agreement reached with the European Parliament on the Commission’s proposed directive on platform work. The directive tackles situations of wrong classification of employment status, introducing a rebuttable legal presumption and reducing the burden of proof on persons performing platform work. In addition, the directive introduces the first EU rules to regulate algorithmic management in the workplace. This paper traces the positions advocated by the European institutions in defining the strategy for improving working conditions within digital platforms and offers an extended analysis of the final text of the directive that has just been approved.

There has been much recent research on the topic of artificial intelligence at work, which is increasingly featuring in more types of work and across the labor process. Much research takes the application of artificial intelligence, in its various forms, as a break from the previous methods of organizing work. Less is known about how these applications of artificial intelligence build upon previous forms of managerial control or are adapted in practice. This paper aims to situate the use of artificial intelligence by management within a longer history of control at work. In doing so, it seeks to draw out the novelty of the technology, while also critically appraising the impact of artificial intelligence as a managerial tool. The aim is to understand the contest at work over the introduction of these tools, taking call centers and transport platforms as case studies. Call centers are important because they have been a site of struggle over previous forms of electronic surveillance and computation control, providing important lessons for how artificial intelligence is, or may, be used in practice. In particular, this paper will draw out moments and tactics in algorithmic management has been challenged at work, using this as a discussion point for considering the possible future of artificial intelligence at work.

Copyright of Acta Universitatis Lodziensis. Folia Luridica is the property of Wydawnictwo Uniwersytetu Lodzkiego and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This qualitative study explores the conceptualisation of justice in the context of platform work, focusing on the dimensions of distributive, procedural, interpersonal, and informational justice. Drawing upon in-depth interviews with platform-based food delivery couriers in Taiwan, the study extends the organisational justice theory to platform work, showing how the dimensions of justice remain highly relevant in platform work, despite its individualised work organisation and algorithm-mediated transactions. The study highlights the influence of legal categorisations on distributive justice perceptions, while uncovering how perceptions of procedural justice had been undermined in relation to task allocation, fee calculations, and the lack of voice and consultation. Furthermore, it underscores the significance of dignity, respect, transparency, and explainability in interpersonal and informational justice within the platform work context. The theoretical and empirical contributions provide insights for scholars, practitioners, and policymakers seeking to better understand and address justice concerns within the rapidly expanding platform work sector. [ABSTRACT FROM AUTHOR]

This article aims to develop some interpretative hypotheses on the transformation of education that digitalisation and neoliberalism have brought about in the context of the COVID-19 pandemic. We draw on changes in the Italian education system to outline the general, structural trend. In order to illustrate how transformations in the education system can be viewed as a process of capitalist valorisation, we present the insights offered by a set of contemporary workerist enquiries and use the theoretical concepts of 'hyperindustrialisation' and 'hybridisation', drawn also from the research work of Romano Alquati. Our conclusions show how work in education can be reconceptualised in relation to the general process of digital socialisation and its contradictions: we unveil hidden sides of the platformisation of education and provide a disenchanted view of digital solutionism. [ABSTRACT FROM AUTHOR]

Introducing this special issue, this article summarises the contributions and reflects on the conditions in which the labour processes of their authors reflect the increasingly stressful working conditions of academic workers in the post-pandemic context. [ABSTRACT FROM AUTHOR]

This article draws together insights from several diverse bodies of literature from fields including political economy, organisational and management studies, sociology and psychology to develop a conceptual framework for understanding the phenomenon of bullying in academia. Situated in the current context of organisational restructuring, it goes beyond the conventional notion of the 'bully' as an exceptional individual. Central to the article is the concept of 'algorithmic violence' which is used to draw a connection between neoliberal management practices, the use of digitally enabled processes and the development of organisational cultures in which standardised, target-driven rules create illusions of fairness while encouraging the intensification and precarisation of work: a situation in which bullying behaviours are simultaneously rendered invisible and normalised. The article next suggests that bullying is an endemic aspect of neoliberal management, with effects that differentially impact women, people of colour, migrants and other historically disadvantaged groups who may be regarded as interlopers in a workforce traditionally dominated by the figure of the white male professor. To test the usefulness of this concept, it is then applied to the results of a series of interviews carried out with academic workers in 2021 for research on the state of critical management studies in the UK. While this empirical material was originally designed for another project, the participants discuss experiences of bullying in academic workplaces and the results draw attention to the high human costs of academic bullying, suggesting that such an interdisciplinary framework could provide a fruitful basis for future research that is focused more specifically on bullying in the context of higher education. [ABSTRACT FROM AUTHOR]

Summary: The rising use of artificially intelligent (AI) technologies, including generative AI tools, in organizations is undeniable. As these systems become increasingly integrated into organizational practices and processes, understanding their impact on workers' experiences and job designs is critical. However, the ongoing discourse surrounding AI use in the workplace remains divided. Proponents of the technology extol its benefits for enhancing efficiency and productivity, while others voice concerns about the potential harm to human workers. To provide greater clarity on this pressing issue, this article presents a systematic review of empirical research that sheds light on the implications of AI use at work. Organized under five inductively generated themes within a multilevel framework, we uncover individual, group, and organizational factors that shape the interplay between humans and AI. Specifically, the themes are: (1) human–AI collaboration; (2) perceptions of algorithmic and human capabilities; (3) worker attitudes towards AI; (4) AI as a control mechanism in algorithmic management of platform‐based work; and (5) labor market implications of AI use. Our review offers insights into these themes and identifies five pathways for future research. Finally, we provide practical recommendations for organizational leaders seeking to implement AI technologies while prioritizing their employees' well‐being. [ABSTRACT FROM AUTHOR]

Digital technologies are increasingly used to automatically organize, measure, and control labor in many sectors and industries. This article offers an analysis of how digital technologies, particularly algorithmic management, not only reshape the ways in which work is done and controlled but also drive profound transformations in the division and composition of labor. Drawing on qualitative and ethnographic studies of the gig economy, this research article demonstrates how the digital automation of management serves as a prerequisite for efficiently and flexibly incorporating highly heterogeneous workforces into production processes. This is first demonstrated by an analysis of the online gig economy and its capacity to integrate a wide range of geographically dispersed workers into digital production processes. Then, the paper examines the role of migrant labor in the urban gig economy, contending that in this context too, digital technologies and algorithmic management play a crucial role in the flexible and efficient inclusion of highly diverse workforces. This ultimately illustrates how digital technologies for automated management are integral to a multifaceted process of workforce heterogenization, a phenomenon that can be conceptualized within the framework of the multiplication of labor.

Copyright of Justicia (0124-7441) is the property of Universidad Simon Bolivar and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)