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In the Name of Flexibility: Three Hidden Meanings of “The Real Work” in a Finnish Software Company

In the Name of Flexibility: Three Hidden Meanings of “The Real Work” in a Finnish Software Company

Marja-Liisa Trux
Copyright: © 2012 |Pages: 22
ISBN13: 9781466618367|ISBN10: 1466618361|EISBN13: 9781466618374
DOI: 10.4018/978-1-4666-1836-7.ch008
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MLA

Trux, Marja-Liisa. "In the Name of Flexibility: Three Hidden Meanings of “The Real Work” in a Finnish Software Company." Managing Dynamic Technology-Oriented Businesses: High-Tech Organizations and Workplaces, edited by Dariusz Jemielniak and Abigail Marks, IGI Global, 2012, pp. 119-140. https://doi.org/10.4018/978-1-4666-1836-7.ch008

APA

Trux, M. (2012). In the Name of Flexibility: Three Hidden Meanings of “The Real Work” in a Finnish Software Company. In D. Jemielniak & A. Marks (Eds.), Managing Dynamic Technology-Oriented Businesses: High-Tech Organizations and Workplaces (pp. 119-140). IGI Global. https://doi.org/10.4018/978-1-4666-1836-7.ch008

Chicago

Trux, Marja-Liisa. "In the Name of Flexibility: Three Hidden Meanings of “The Real Work” in a Finnish Software Company." In Managing Dynamic Technology-Oriented Businesses: High-Tech Organizations and Workplaces, edited by Dariusz Jemielniak and Abigail Marks, 119-140. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-4666-1836-7.ch008

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Abstract

This chapter takes you to a data security workplace in Finland. It presents reflections on the tensions of managing selves and others, as experienced by the employees and the managers. It argues that a generally critical approach to normative management may overlook the actual complexity and ambiguous nature of the late modern cultural environment. Both self-authoring and manipulative moves are made difficult by the amalgamating hegemonic and countercultural currents. The author points at chances for resistance through new forms of literacy. Instead of dropping “culture” as a conservative or managerial pursuit, we must learn to navigate successfully in the broken cultural landscape of today’s workplaces. The very same images that can be used for manipulation are open to more solidary configurations by the cultural and social imagination of organizational members.

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