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Gabriel Kasper
Title
Dr.
Last Name
Kasper
First name
Gabriel
Email
gabriel.kasper@unisg.ch
Phone
+41 71 224 28 10
Now showing
1 - 8 of 8
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PublicationType: journal articleJournal: Academy of Management DiscoveriesVolume: 6Issue: 3
Scopus© Citations 67 -
PublicationThe Challenges of Algorithm-based HR Decision-making for Personal Integrity(Springer, 2019-06)Organizations increasingly rely on algorithm-based HR decision-making to monitor their employees. This trend is reinforced by the technology industry claiming that its decision-making tools are efficient and objective, downplaying their potential biases. In our manuscript, we identify an important challenge arising from the efficiency-driven logic of algorithm-based HR decision-making, namely that it shifts the delicate balance between employees’ personal integrity and compliance toward favoring compliance. The reason is that algorithm-based HR decision-making may marginalize human sense-making, promote blind trust in rules, and replace moral imagination. We suggest that critical data literacy, ethical awareness, the use of participatory design methods, and private regulatory regimes within civil society can help overcome these challenges. Our paper contributes to literature on workplace monitoring, critical data studies, personal integrity and literature at the intersection between HR management and corporate responsibility.Type: journal articleJournal: Journal of business ethics : JOBEVolume: 160Issue: 2
Scopus© Citations 14 -
PublicationType: conference paper
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PublicationWorkplace Surveillance and Big Data: Contextualizing Digital Threats to Employees Moral Agency and Integrity(Academy of Management Global Proceedings, 2018)Type: conference paperVolume: 2018
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PublicationNo stone left standing? Understanding the impact of technology on established modes of organizational control.The goal of this paper is to develop an empirically grounded framework to analyze how new technologies alter or expand traditional organizational control configurations. New technologies for data gathering, analysis, interpretation and learning are increasingly applied in the workplace. Technology suppliers are developing and aggressively marketing solutions for employee management and control with growing interest. Yet detailed insight about the effects of these technologies on traditional control is lacking. To convey a better understanding about new technologies in employee management and control, this paper proposes a “New Technology Control Framework” on the basis of an iterative research design. The framework is anchored in the configurational control theory, drawing on empirical insights of research on electronic performance monitoring and enhanced 26 topic-guided interviews with experts, who either produce new technological control solutions or apply these. The prototype of a morphology of new technology control configurations (NTCCs) is refined through expert workshops and undergoes plausibility checks with users. The final framework is composed of eleven distinct, yet interrelated conceptual building blocks. The framework offers a first point of orientation to systematically analyze key implications for theory and practice for turning NTCC into a productive force for organizational control. It indicates which elements a configurational theory of organizational control should address in the digital age, to assist decision makers to strategically implement, customize off-the-shelf products and manage digitalization at the workplace. The results offer a conducive starting point for a range of scientific discourses in multiple fields by contributing to understanding how technological progress and digital transformation influence organizations.Type: conference paper
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PublicationNo stone left standing? Understanding the impact of technology on established modes of organizational control.The goal of this paper is to develop an empirically grounded framework to analyze how new technologies alter or expand traditional organizational control configurations. New technologies for data gathering, analysis, interpretation and learning are increasingly applied in the workplace. Technology suppliers are developing and aggressively marketing solutions for employee management and control with growing interest. Yet detailed insight about the effects of these technologies on traditional control is lacking. To convey a better understanding about new technologies in employee management and control, this paper proposes a “New Technology Control Framework” on the basis of an iterative research design. The framework is anchored in the configurational control theory, drawing on empirical insights of research on electronic performance monitoring and enhanced 26 topic-guided interviews with experts, who either produce new technological control solutions or apply these. The prototype of a morphology of new technology control configurations (NTCCs) is refined through expert workshops and undergoes plausibility checks with users. The final framework is composed of eleven distinct, yet interrelated conceptual building blocks. The framework offers a first point of orientation to systematically analyze key implications for theory and practice for turning NTCC into a productive force for organizational control. It indicates which elements a configurational theory of organizational control should address in the digital age, to assist decision makers to strategically implement, customize off-the-shelf products and manage digitalization at the workplace. The results offer a conducive starting point for a range of scientific discourses in multiple fields by contributing to understanding how technological progress and digital transformation influence organizations.Type: conference paper
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PublicationNo stone left standing? Understanding the impact of technology on established modes of organizational control.The goal of this paper is to develop an empirically grounded framework to analyze how new technologies alter or expand traditional organizational control configurations. New technologies for data gathering, analysis, interpretation and learning are increasingly applied in the workplace. Technology suppliers are developing and aggressively marketing solutions for employee management and control with growing interest. Yet detailed insight about the effects of these technologies on traditional control is lacking. To convey a better understanding about new technologies in employee management and control, this paper proposes a “New Technology Control Framework” on the basis of an iterative research design. The framework is anchored in the configurational control theory, drawing on empirical insights of research on electronic performance monitoring and enhanced 26 topic-guided interviews with experts, who either produce new technological control solutions or apply these. The prototype of a morphology of new technology control configurations (NTCCs) is refined through expert workshops and undergoes plausibility checks with users. The final framework is composed of eleven distinct, yet interrelated conceptual building blocks. The framework offers a first point of orientation to systematically analyze key implications for theory and practice for turning NTCC into a productive force for organizational control. It indicates which elements a configurational theory of organizational control should address in the digital age, to assist decision makers to strategically implement, customize off-the-shelf products and manage digitalization at the workplace. The results offer a conducive starting point for a range of scientific discourses in multiple fields by contributing to understanding how technological progress and digital transformation influence organizations.Type: conference paper
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PublicationBig-data driven workplace surveillance: the case of SwitzerlandBig data promises to improve just about every aspect of modern business life, especially in the realm of human resource management (HRM). From recruiting to promotion decisions to fraud prevention, analytics software will influence or take over many core functions of HRM over the course of the next few years. Will this development lead to fairer organizations or to corporate surveillance? Our research project will study Swiss companies in order to answer this and many other questions at the intersection of HRM, business ethics, and labor law.Type: presentation