Proceedings of 8th European Assembly on telework (Telework2001)

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157PARALLEL SESSION PRESENTATIONSV New structure – better work?
158eLancing – The Future <strong>of</strong> Work?Karsten Gareis, Empirica Gesellschaft für KommunikationsundTechnologieforschung mbH, Germany1 Introduction: What is eLancing?MIT researchers Thomas Malone and Robert Laubacher were the first who declared (in a 1998paper in the Harvard Business Review) the ‘dawn <strong>of</strong> the eLance economy’. They described itas a scenario in which work predominantly takes place freelance and workers get in touch withclients via the Internet, practise telework, and transfer work results via ICT networks. Some haveeven argued that eLancing might become the dominant type <strong>of</strong> work organisation in the not toodistant future (Conlin 2000). eLancers are seen as the logical answer to the flexibility requirements<strong>of</strong> today’s companies: According to this view, companies, which are affected by an increasing needto adapt as fast as they can to ever more volatile market conditions, must have access to a moreflexible workforce so that to labour can be shifted swiftly to where and when it can be used mostproductively.This goes hand-in-hand with the rationale behind some <strong>of</strong> the major current developments inthe field <strong>of</strong> economic organisation such as business process re-engineering, concentration oncore competencies, outsourcing and just-in-time production. All <strong>of</strong> these are believed to resultin radically different requirements with regard to the way work is organised. It can be said thatthe eLancers concept is in some way emblematic for the changes in work organisation that arecalled for by proponents <strong>of</strong> labour market deregulation and modernisation. Main components are(Laubacher and Malone 1997; 2000):(a) eLancers are self-employed freelancers whose working life is organised in a sequence <strong>of</strong>projects which might last only a few hours up to several months or even more than a year.(b) They market their services, according to their preferences and skills, on the open market.(c) For complex tasks, groups <strong>of</strong> eLancers put their skills together to temporarily act like atraditional firm, i.e. create a virtual organisation. These networks disband as soon as the taskhas been fulfilled.(d) Temporary networks <strong>of</strong> eLancers substitute self-management for centralised control.(e) For marketing and collaboration, eLancers rely on electronic marketplaces that are establishede.g. on the Internet.(f) With regard to time and location <strong>of</strong> work, eLancers are free from the constraints facingtraditional employees. Tele-cooperation is essential for working in teams and for communicatingwith clients and suppliers.Many <strong>of</strong> these characteristics are also used to describe how virtual organisations work (e.g.Sydow 1992; Arnold et al. 1995). Both concepts are closely interrelated and need to be discussedin parallel.
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4PREFACENew ways of</strong
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8PARALLEL SESSION PRESENTATIONSI Gl
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11PLENARY SESSION PRESENTATIONSI St
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13Learning and organizational devel
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15The New Policy Agenda for eWork i
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17eWork has also emerged as a key f
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20Telework and local entrepreneursh
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22involves interaction and planning
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25The Green Paper is also addressin
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27Information society, Globalisatio
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29The European Uni
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31The Commission paperThe Commissio
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33Summary from EPRI meeting 1Jouni
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35It was agreed that online access
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37Professor Turkka
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39Delegations from 24 Europ
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41ConclusionsMatti Salmenperä, Dir
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43The role of tech
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46e-Work in Europe - Indicators for
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48The results from the ECaTT projec
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50According to our forecasts using
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52In general, the transition from t
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54market adaptablity (in the EC und
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56Tele-cooperation is already widel
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58As Table 7 shows, overall self-em
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60the traditional view of</
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62Figure 4:Adaptability of<
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646. Summary and ConclusionsThe pre
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66Virtual work in a real worldUrsul
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68Still more misleading is the assu
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70what, then, has changed?Any analy
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72Preliminary results of</s
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74Figure 3:eWork demand in Europe,
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76As can be seen, by far the most c
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78Information Security in E-workArt
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803. The impact of
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82Accommodating the new economy:The
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84With distributed workforces only
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86As the level of
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885. SANE future research tasksThe
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90Awareness: For fluent distributed
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92On a 17” screen the user is abl
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95PARALLEL SESSION PRESENTATIONSI G
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972. The set of VI
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99What is global e-Work?E-work is w
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101Contribution to progress in the
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103Most relevant: The unprecedented
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105PARALLEL SESSION PRESENTATIONSII
Page 106 and 107: 107The Siemens CaseSiemens Finland
Page 108 and 109: 109Challenges of v
Page 110 and 111: 111Teleware’s combination trainin
Page 112 and 113: 113PARALLEL SESSION PRESENTATIONSII
Page 114 and 115: 115Towns should regain their anothe
Page 116 and 117: 117In order to be successful, devel
Page 118 and 119: 119The Models of I
Page 120 and 121: 121Table 1.Telework implementation
Page 122 and 123: 123of threats in o
Page 124 and 125: 125Fig.3.Level of
Page 126 and 127: 127Telework is applied in Poland in
Page 128 and 129: 129The first area is strictly conne
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Page 132 and 133: 133work more effective, producing h
Page 134 and 135: 135Conferences on Telework in Budap
Page 136 and 137: 137Telecommunication services penet
Page 138 and 139: 139Look at World (in Estonian: Vaat
Page 140 and 141: 141Aim of project
Page 142 and 143: 143PARALLEL SESSION PRESENTATIONSIV
Page 144 and 145: 145There seems to be a vicious circ
Page 146 and 147: 147netOrganisationStefano Lotti, CE
Page 148 and 149: 149We can now temporarily observe t
Page 150 and 151: 151On the other hand, the presence
Page 152 and 153: 153The possibility to access an org
Page 154 and 155: 1556. Some wishes, to replace concl
Page 158 and 159: 159This paper looks first at how eL
Page 160 and 161: 161Figure 1:Lead operators and free
Page 162 and 163: 163Table 1:Online work exchange mar
Page 164 and 165: 165Table 2:Tele-cooperation in Euro
Page 166 and 167: 1675 ConclusionsMalone and Laubache
Page 168 and 169: 169Home Telework As A Key Action To
Page 170 and 171: 171a structured questionnaire, and
Page 172 and 173: 1735. Telework Eight Months LaterDu
Page 174 and 175: 175In both the surveys, the workers
Page 176 and 177: 177represented an important variabl
Page 178 and 179: 179The work deprived were the secon
Page 180 and 181: 181divide and blur lines between wo
Page 182 and 183: 183PARALLEL SESSION PRESENTATIONSVI
Page 184 and 185: 185Since technological reason in ge
Page 186 and 187: 187The main exception at the moment
Page 188 and 189: 189Claussen 2001) , the few bigger
Page 190 and 191: 191ReferencesAlasoini. T. and Kyll
Page 192 and 193: 193IntroductionThe ongoing economic
Page 194 and 195: 195Building on former programmesThe
Page 196 and 197: 197Therefore, it seems essential th
Page 198 and 199: NotesBaethge, Martin (1999): Transf
Page 200 and 201: 201organizations, R&D institutes, a
Page 202 and 203: 203Challenges for Programmatic Work
Page 204 and 205: 205different kinds of</stro
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207PARALLEL SESSION PRESENTATIONSVI
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209Development Cooperation
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211How to fi nd work tasks?There is
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213IntroductionEco-Managed eWork as
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215In a recent survey by the Helsin
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217The experiment is connected with
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219their interest in returning to t
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221businesses, have access to the v
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223Short summaries of</stro
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225As a result of
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227PARALLEL SESSION PRESENTATIONSVI
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229The knowledge economy is not <st
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231PARALLEL SESSION PRESENTATIONSIX
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233The paper of Sh
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In total, the conference once again
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237Appendix AE -WORK 2001 Conferenc
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239Year 2002 conferenceParallel ses
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2417. Community developments15.00 -
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243Appendix CList of</stron
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245Harle Bob European</stro
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247Koivusalo Salla Helsinki Univers
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249Mustikkamäki Nina University Of
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251Sajavaara AnuEmployers’ Associ
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253Wasinger Walter Informations-Tec
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255
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Proceedings of 8th European Assembly on telework (Telework2001)

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