garding what managers know about
the effects of technology. Based on a
review of this research, we identified
three main conclusions about how
ubiquitous computing affects work
and organizations: how the effect on
jobs reflects a process of creative destruction; how it can be used to enable
or constrain people at work; and how
it is changing the nature of competition, work, and employment in ways
that are profound and that need to be
actively managed. We explored the effects of ubiquitous computing on six
key areas of talent management, identifying a series of questions to help
guide decision making as managers
transition from traditional to ubiquitous computing in these areas.
Ultimately, the critical issue for
managers to consider is not technology itself but that technology is fundamentally social, grounded in specific historical and cultural contexts.
As it becomes embedded in everyday
activities and social relations, technology affects all manner of human and
organizational elements (such as governance structures, work routines, information flow, decision making, human interactions, and social actions).
Fulfilling the potential of technology in
work and employment will thus require
recreating the way organizations operate
in a world of digital ubiquity to maximize
positive consequences for individuals
and organizations and minimize the
negative. Managing in a manner that
inspires human performance includes
framing the right questions, responding
to exceptional circumstances highlighted by intelligent algorithms, and letting
humans do things machines cannot. 16
Each organization’s leaders, along with
other stakeholders, must decide what
technologies are adopted, how they are
implemented, and the extent to which
they augment or detract from worker
autonomy, personal competence and
control, and interpersonal connections
with other human workers. At a broader
level, there is a strong need for responsible public policies across institutions,
not only to enhance competition, maximize economic surplus, and optimize
its allocation across stakeholders, but
also to minimize social and human
risks and abuses. Establishing such
policies will be an ongoing challenge
for years to come.
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Ramiro Montealegre ( Ramiro.Montealegre@colorado.
edu) is an associate professor of management and
entrepreneurship in the Leeds School of Business at the
University of Colorado, Boulder.
Wayne F. Cascio ( firstname.lastname@example.org) is a
distinguished professor at the University of Colorado. He
holds the Robert H. Reynolds Chair in Global Leadership in
the Business School at the University of Colorado, Denver.
©2017 ACM 0001-0782/17/12