工作(物理)
官僚主义
敏捷软件开发
瀑布
灵活性(工程)
意外后果
公共关系
心理学
社会心理学
社会学
政治学
工程类
管理
地理
经济
机械工程
政治
考古
法学
标识
DOI:10.1177/00197939221076134
摘要
In-depth interviews with IT employees (N = 84) working under two types of work design-a post-bureaucratic work design labeled "agile," and a bureaucratic work design labeled "waterfall"-are used to examine gendered patterns in the adoption of remote work. Interviews reveal an unintended consequence of the agile model: It promotes a physical orientation that induces on-site work. Agile is gender-inegalitarian, with more women than men working remotely despite its perceived unacceptability, and low numbers of employees working remotely overall. By contrast, workers within a waterfall work design express a digital orientation to work and feel empowered to work remotely. The waterfall model is associated with gender egalitarianism; most employees opt to work remotely, and men and women do so in even numbers. Findings suggest that when compared to the post-bureaucratic work design, the bureaucratic work design provides more flexibility. This article refines our understanding of barriers to remote work and provides a lens on the gender dynamics underlying work design.
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