Many people see peer-to-peer platforms as game-changers in the world of work with the potential of reinventing the economy and giving individuals the power of the corporation. Others are sceptical and warn that the new architectures of participation and choice are in reality architectures of exploitation, giving rise to a new class of workers, “the precariat”, people who endure insecure conditions, very short-term work and low wages with no collective bargaining power, abandoned by the employee unions, rendering them atomized and powerless. In creative, knowledge-based work it is increasingly difficult to know the best mix of capabilities and tasks in advance. What if the organization really should be a process of emergent self-organizing in the way the platforms make possible? Instead of thinking about the organization let’s think about organizing as an ongoing thing. Then the managerial task is to make possible very easy and very fast emergent responsive interaction and group formation. The principles behind these trends are crucially important for the future of firms and society. A platform (company) should therefore be as open, as accessible and as supportive as possible to as many users as possible.
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