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<!--StartFragment--><p class="MsoNormal"><b style="mso-bidi-font-weight:normal"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:
minor-latin">Call for papers: <a href="http://www.egosnet.org/2014_rotterdam/general_theme">EGOS 2014 Rotterdam</a>, Subtheme 52, Mobile work,
mobile technologies and issues of control; </span></b></p><p class="MsoNormal"><b style="mso-bidi-font-weight:normal"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:
minor-latin">Sponsored by the Organizational Communication and Information
Systems (OCIS) division of the Academy of Management</span></b></p><p class="MsoNormal" style="text-align:justify"><span style="font-family:Cambria;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin"><o:p>Deadline paper<a href="http://www.egosnet.org/jart/prj3/egos/main.jart?rel=de&reserve-mode=active&content-id=1368705858152&subtheme_id=1334581237251"> submission</a>: January 13, 2014</o:p></span></p><p class="MsoNormal" style="text-align:justify"><span style="font-family:Cambria;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin"><o:p><a href="http://www.egosnet.org/2014_rotterdam/subthemes">http://www.egosnet.org/2014_rotterdam/subthemes</a></o:p></span></p><p class="MsoNormal" style="text-align:justify"><span class="Apple-style-span" style="font-family: Cambria; ">The advent of compact, mobile technologies and a concurrent
cultural change regarding the locus of work has led to significant changes in
the way in which work is conducted and organized today. Likewise organizations
have changed their expectations regarding desired – and possible - outcomes
through modern mobile work activities. Whether by design or by chance,
organizations are increasingly capitalizing on the mobility of their employees
creating products and services that are closer to the customers needs and more
aligned with today’s mobile lifestyle.</span></p><p class="MsoNormal" style="margin-bottom:12.0pt;text-align:justify"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:
minor-latin">Accepting and riding the wave of mobile work, organizations and
managers have either to relinquish control on the employees’ activities or
change the objects of control itself. <o:p></o:p></span></p><p class="MsoNormal" style="margin-bottom:12.0pt;text-align:justify"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:
minor-latin">Mobility, and its supporting technologies, are somehow at odds
with the traditional view of control. The consequences of mobile technologies –
whether owned by the organization or by the individual – on work practices are
varied and habits, routines, and norms around technology use in practice are
very fluid (Lyytinen & Yoo, 2002). On the other side normative control
seems to play an important role leading to crackberrian behaviors like always
feeling at work (Mazmanian, Orlikwoski & Yates, 2005) and behaviors to cope
with the connectivity paradox (Leonardi, Treem, & Jackson, 2010). Mobile
technologies seem also to provide the tools for constant and universal control
establishing – in theory – an electronic panopticon (O'Neill, 1996; Zuboff,
1988). However the possibility of control does not imply that control is
actually performed nor that deviation is sanctioned. <o:p></o:p></span></p><p class="MsoNormal" style="margin-bottom:12.0pt;text-align:justify"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:
minor-latin">Is technology-mediated control of people on the move something
that people have or something that they do? In functional models of
organizational control, it appears as something that managers have over
employees (Das, 1993). In contrast, other models specify control as a joint
accomplishment, such that managers assess compliance using representations of
work that employees produce (e.g., Anteby, 2008; Hislop and Axtell, 2010). <o:p></o:p></span></p><p class="MsoNormal" style="margin-bottom:12.0pt;text-align:justify"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:
minor-latin">Control differs from other attempts to shape the behavior of
others, because it focuses on monitoring the very actions it seeks to affect.
Most research on control indicates that managers enforce compliance by turning
organizations into a theatrical stage, such that everything employees do is open
to scrutiny (Zuboff, 1988). Such studies explain control as processes of
compliance and resistance. Thus the effects on employees’ compliance with
prescribed procedures stem from the orders that managers issue (e.g. Kohli
& Kettinger, 2004). Such exposure also influences employees’ resistance to
company procedures or managers’ orders (Ball & Wilson, 2000). <o:p></o:p></span></p><p class="MsoNormal" style="margin-bottom:12.0pt;text-align:justify"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:
minor-latin">However, research on information technology (IT) and change
(Orlikowski, 1996), street-level bureaucracy (Lipsky, 1980), and workplace
deviance (Lawrence & Robinson, 2007) also reveals that control can affect
how employees present their work, not just how they do their everyday work.
These studies note that employees might present an image of compliance, even if
they do not follow prescribed procedures or obey managers’ orders. <o:p></o:p></span></p><p class="MsoNormal" style="margin-bottom:12.0pt;text-align:justify"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:
minor-latin">Mobile technologies and mobile work provide the perfect setting to
upset the balance between front stage and back stage (Goffman, 1959) and the
perfect occasion both for managers to perform control and employees to display
compliance through technology. <o:p></o:p></span></p><p class="MsoNormal" style="margin-bottom:12.0pt;text-align:justify"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:
minor-latin">The nexus between mobile technology, mobile work, and control
appears to be a very promising ground for research, that remains largely
unexplored.<span style="mso-spacerun:yes"> </span><o:p></o:p></span></p><p class="MsoNormal" style="margin-bottom:12.0pt;text-align:justify"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:
minor-latin">Overall, this sub-theme seeks to explore the relationships between
mobile work, the technologies that make the mobile work possible, and how
organizations perform and enact control over mobile work. Topics relevant to
this sub-theme include (but are not restricted to):<o:p></o:p></span></p><p class="MsoNormal" style="margin-left:.25in;text-align:justify;text-indent:
-.25in;mso-list:l0 level1 lfo1;tab-stops:list .25in"><!--[if !supportLists]--><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-fareast-font-family:
Cambria;mso-fareast-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;
mso-bidi-font-family:Cambria;mso-bidi-theme-font:minor-latin"><span style="mso-list:Ignore">·<span style="font:7.0pt "Times New Roman"">
</span></span></span><!--[endif]--><span style="font-family:Cambria;mso-ascii-theme-font:
minor-latin;mso-hansi-theme-font:minor-latin">How do organizations implement
mobile technologies and how do these processes differ from the implementation
of other information and communication technologies?<span style="background:
yellow"><o:p></o:p></span></span></p><p class="MsoNormal" style="margin-left:.25in;text-align:justify;text-indent:
-.25in;mso-list:l0 level1 lfo1;tab-stops:list .25in"><!--[if !supportLists]--><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-fareast-font-family:
Cambria;mso-fareast-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;
mso-bidi-font-family:Cambria;mso-bidi-theme-font:minor-latin"><span style="mso-list:Ignore">·<span style="font:7.0pt "Times New Roman"">
</span></span></span><!--[endif]--><span style="font-family:Cambria;mso-ascii-theme-font:
minor-latin;mso-hansi-theme-font:minor-latin">How do organizations monitor and
control of employees who use mobile technologies for work?<span style="background:yellow"><o:p></o:p></span></span></p><p class="MsoNormal" style="margin-left:.25in;text-align:justify;text-indent:
-.25in;mso-list:l0 level1 lfo1;tab-stops:list .25in"><!--[if !supportLists]--><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-fareast-font-family:
Cambria;mso-fareast-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;
mso-bidi-font-family:Cambria;mso-bidi-theme-font:minor-latin"><span style="mso-list:Ignore">·<span style="font:7.0pt "Times New Roman"">
</span></span></span><!--[endif]--><span style="font-family:Cambria;mso-ascii-theme-font:
minor-latin;mso-hansi-theme-font:minor-latin">How do employees appropriate
prescribed mobile technologies into their everyday work?<span style="background:
yellow"><o:p></o:p></span></span></p><p class="MsoNormal" style="margin-left:.25in;text-align:justify;text-indent:
-.25in;mso-list:l0 level1 lfo1;tab-stops:list .25in"><!--[if !supportLists]--><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-fareast-font-family:
Cambria;mso-fareast-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;
mso-bidi-font-family:Cambria;mso-bidi-theme-font:minor-latin"><span style="mso-list:Ignore">·<span style="font:7.0pt "Times New Roman"">
</span></span></span><!--[endif]--><span style="font-family:Cambria;mso-ascii-theme-font:
minor-latin;mso-hansi-theme-font:minor-latin">How do employees incorporate
their own devices at work?<span style="background:yellow"><o:p></o:p></span></span></p><p class="MsoNormal" style="margin-left:.25in;text-align:justify;text-indent:
-.25in;mso-list:l0 level1 lfo1;tab-stops:list .25in"><!--[if !supportLists]--><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-fareast-font-family:
Cambria;mso-fareast-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;
mso-bidi-font-family:Cambria;mso-bidi-theme-font:minor-latin"><span style="mso-list:Ignore">·<span style="font:7.0pt "Times New Roman"">
</span></span></span><!--[endif]--><span style="font-family:Cambria;mso-ascii-theme-font:
minor-latin;mso-hansi-theme-font:minor-latin">How do organizations cope with
the challenges that ‘bring your own mobile device’ creates?<span style="background:yellow"><o:p></o:p></span></span></p><p class="MsoNormal" style="margin-left:.25in;text-align:justify;text-indent:
-.25in;mso-list:l0 level1 lfo1;tab-stops:list .25in"><!--[if !supportLists]--><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-fareast-font-family:
Cambria;mso-fareast-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;
mso-bidi-font-family:Cambria;mso-bidi-theme-font:minor-latin"><span style="mso-list:Ignore">·<span style="font:7.0pt "Times New Roman"">
</span></span></span><!--[endif]--><span style="font-family:Cambria;mso-ascii-theme-font:
minor-latin;mso-hansi-theme-font:minor-latin">How does employees’ use of mobile
technologies affect organizational processes?<span style="background:yellow"><o:p></o:p></span></span></p><p class="MsoNormal" style="margin-left:.25in;text-align:justify;text-indent:
-.25in;mso-list:l0 level1 lfo1;tab-stops:list .25in"><!--[if !supportLists]--><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-fareast-font-family:
Cambria;mso-fareast-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;
mso-bidi-font-family:Cambria;mso-bidi-theme-font:minor-latin"><span style="mso-list:Ignore">·<span style="font:7.0pt "Times New Roman"">
</span></span></span><!--[endif]--><span style="font-family:Cambria;mso-ascii-theme-font:
minor-latin;mso-hansi-theme-font:minor-latin">How does mobile technology influence
the (in)visibility of work?</span></p><p class="MsoNormal" style="text-align:justify"><span style="font-family:Cambria;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin">In order to
advance the state of research on these issues and more generally on the
interplay between mobile work, mobile technology, and control we call for
original contributions, both empirical and theoretical, that rely on a variety
of methods and theories.</span></p><p class="MsoNormal" style="text-align:justify"><b style="mso-bidi-font-weight:
normal"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;
mso-hansi-theme-font:minor-latin">Convenors</span></b></p><p class="MsoNormal" style="text-align:justify"><span lang="FR" style="font-family:
Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;
mso-ansi-language:FR">Joao Vieira da Cunha, Department of Business
Administration, Aarhus University and ISLA Campus Lisboa, <a href="mailto:joao.cunha@lx.isla.pt">joao.cunha@lx.isla.pt</a><o:p></o:p></span></p><p class="MsoNormal" style="text-align:justify"><span class="Apple-style-span" style="font-family: Cambria; ">Marleen
Huysman, Department of Economics and Business Administration, VU University
Amsterdam, <a href="mailto:m.h.huysman@vu.nl"><span class="Hyperlink2"><span style="mso-ansi-font-size:12.0pt">m.h.huysman@vu.nl</span></span></a></span></p><p class="MsoNormal" style="text-align:justify"><span class="Apple-style-span" style="font-family: Cambria; ">Andrea
Carugati, Department of Business Administration, Aarhus University, School of
Business and Social Sciences, <a href="mailto:andreac@asb.dk"><span class="Hyperlink1"><span style="mso-ansi-font-size:12.0pt">andreac@asb.dk</span></span></a><span style="mso-spacerun:yes"> </span></span></p><p class="MsoNormal" style="text-align:justify;tab-stops:221.4pt 407.0pt"><span style="font-family:Cambria;mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:
minor-latin"><o:p> </o:p></span></p><p class="MsoNormal" style="text-align:justify"><span style="font-family:Cambria;
mso-ascii-theme-font:minor-latin;mso-hansi-theme-font:minor-latin;mso-ansi-language:
#0400"><span style="mso-spacerun:yes"> </span></span><span style="font-family:
Cambria;mso-ascii-theme-font:minor-latin;mso-fareast-font-family:"Times New Roman";
mso-hansi-theme-font:minor-latin;color:windowtext;mso-ansi-language:#0400;
mso-fareast-language:#0400;mso-bidi-language:X-NONE"><o:p></o:p></span></p>
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