Home and Work: Negotiating Boundaries through Everyday Life. By Christena E. Nippert-Eng. University of Chicago Press, 1996. 325 pp. Cloth, $48.00; paper, $16.95

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... Altman (1975) considered boundary management from the perspective of privacy and took multiple groups' settings to measure boundary control. Thus, individuals have unique preferences for separating or integrating work/non-work elements, which affect the strategies they use to manage conflicts between these two domains (Copp, 1997). ...
Enterprise Social Media Platforms (ESMPs) are arenas for self-presentation where employees construct, co-create, and maintain an online image among their colleagues. This study systemically evaluated the current literature to understand the potential of ESMPs in influencing employees’ impression management strategies from the affordance perspective. Drawing from a focused review of the literature on ESMPs’ affordances and impression management, this paper reclassified employees’ impression management strategies in the context of ESMPs. It proposes a conceptual framework that captures the complex relationship between ESMPs’ affordances and employees’ various impression management strategies. The framework highlights that ESMPs’ affordances affect employees’ impression management strategies, both positively and negatively, and proposes the contingent effects of individual motives and boundary management on the relationship between affordances and employees’ impression management strategies. Our literature review and proposed framework provide a useful basis for future studies on impression management on ESMPs. Our framework also helps employees manage impressions strategically and managers and ESMPs’ developers to fulfil ESMPs’ potential by understanding how affordance affects impression management strategies.
The COVID-19 pandemic has revealed and accelerated two trends that are now fully part of the “new normal” of work. First, the erosion of boundaries between work and life has become very salient with the normalization of work from home. Second, the quantification of organizational control, which was already present in monitoring devices and algorithmic management, has reached news levels with electronic monitoring of employees through “bossware” and Internet of Behaviours devices. This essay chapter analyses these trends and argues that active regulation of technology and its implications at work and outside of work is now an integral part of work for workers in many occupations. Specifically, the new normal of work routinely includes devising and adapting rules and behaviours around three major challenges: (a) constant connectivity (when and where workers are connected and available to work); (b) self-presentation (disclosures on video conferences, social media, and other online spaces); and (c) privacy (protecting personal information despite monitoring software, trackers, and algorithmic work). Colliding worlds and quantified algorithmic control are deep-rooted trends that must be addressed by workers, employers, unions, public policy makers, and scholars, if we are to build a new normal sustainable workplace.
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