Michel Ajzen

Sustainable work and the ageing workforce

Socioeconomic conditions: Around 40% of women and 10% of men aged 55–59 work part time, a slightly higher number than among those aged 50–54. Among those over 50, 10% of men and 15% of women have fixed-term contracts, and a quarter have less than five years’ seniority in their current organisation. Feelings of job insecurity increase among women during their 40s and among men between 45–49 and 50–54.

New Ways of Working: From Smart to Shared Power

This chapter questions the relevance of the concept of smart power in organization studies and, specifically, in the study of new ways of working (NWOW) implementation. NWOW embrace a broad set of organizational practices, ranging from spatial and temporal flexibility to self-management. Beyond such set of (somehow traditional) work practices, the singularity of NWOW seems to lie in its governance epitome, valuing a peculiar philosophy of management, i.e., a more democratic way of managing organizations. The smart power approach could play a key role in the effective implementation of NWOW. However, drawing on existing studies, we report some paradoxes making NWOW a piece of what may be seen as old-fashioned management practices and organizational pattern that, far from constituting a promise for alternative modes of governance, also constitute new attempts to discipline employees. Claiming organizational rules need to be appropriated by actors in order to become effective, this chapter argues a smart power perspective is not relevant at the microlevel, where traditional approaches of power and agency are more complete. While considering innovative NWOW, smart power approach seems well relevant to analyze meso-regulations and, especially, governance issues.