{"resolved":true,"match_type":"uuid","source_type":"original_book","book_id":"0cf5c9df-7116-426e-ae21-ce72b2ccbe50","title":"Pressed for Time The Acceleration of Life in Digital Capitalism","author":null,"edition":null,"publisher":null,"year":null,"isbn":"9780226196473","requested_by":"printed_page","book":{"source_type":"original_book","book_id":"0cf5c9df-7116-426e-ae21-ce72b2ccbe50","id":"0cf5c9df-7116-426e-ae21-ce72b2ccbe50","uuid":"0cf5c9df-7116-426e-ae21-ce72b2ccbe50","title":"Pressed for Time The Acceleration of Life in Digital Capitalism","normalized_title":"pressedfortimetheaccelerationoflifeindigitalcapitalism","author":null,"edition":null,"publisher":null,"year":null,"isbn":"9780226196473","isbns":["9780226196473","9780226196503"],"parsed":true,"ai_readable":true,"document_type":"book","page_count":228,"navigation_url":"https://workshop.closeclaw.top/ai/book/0cf5c9df-7116-426e-ae21-ce72b2ccbe50","title_url":"https://workshop.closeclaw.top/ai/title/Pressed%20for%20Time%20The%20Acceleration%20of%20Life%20in%20Digital%20Capitalism","fixed_page_url_template":"https://workshop.closeclaw.top/ai/book/0cf5c9df-7116-426e-ae21-ce72b2ccbe50/page/{printed_page}","path_api_url_template":"https://workshop.closeclaw.top/api/ai/book/0cf5c9df-7116-426e-ae21-ce72b2ccbe50/page/{printed_page}","read_url":"https://workshop.closeclaw.top/api/ai/read/0cf5c9df-7116-426e-ae21-ce72b2ccbe50","page_url":"https://workshop.closeclaw.top/api/ai/books/0cf5c9df-7116-426e-ae21-ce72b2ccbe50/page","search_url":"https://workshop.closeclaw.top/api/ai/books/0cf5c9df-7116-426e-ae21-ce72b2ccbe50/search"},"page":{"printed_page":102,"pdf_page":114,"physical_index":114,"physical_index_base":0,"printed_page_status":"recognized","page_sha256":"d3b7437b3dd5e451fe5ebacc1dff201a4153b2545fb271940d9d8b39f95e6a89"},"chapter":"Pressed for Time","content":"Guiding this process is a complex interplay between the material afordances of the devices, workplace norms, and the decisions workers make as they perform their respective organizational roles.\n\nIn the organization I studied, for example, a hierarchy had developed that reflected the level of importance ascribed to diferent modes of communication. E-mail indicated that the communication was not urgent, while a landline telephone call might be more important. However, the use of a mobile device—be it for text messaging or voice communication—signified that the matter was very important and that the recipient needed to be available for that communication. Managers said that if a prompt response was required, then they would expect to receive a text or mobile phone call. Similarly, a call on a landline would not be regarded with the same urgency as a call on the mobile, in which the caller is identified on screen.\n\nDepending on the mode of transmission, then, some electronic alerts are responded to immediately, while others are ignored, at least temporarily. How much control workers exert in the way they respond to these communications is critical and this, in turn, depends on the corporate culture. Interviewees reported that the high value placed on keeping on top of ever-changing priorities in their dynamic company meant that new work issues arise frequently and need to be dealt with quickly. This often requires the reordering and rescheduling of work tasks. Rather than simply responding to new or stored messages, workers stay connected in order to monitor work developments. The ways in which they interpret and behave with ICTs, therefore, can only be understood in their concrete and practical application in the organizational context.\n\nI have reported at length on my study for the light it sheds on the relationship between interruptions, multimodal connectivity, and fragmented, pressured time. Although workdays largely consist of short work episodes, many involving mediated communication, this does not mean that the rhythm of work is set by the pace of machines. ICT-based practices do not ineluctably promote intensification by generating interruptions. My finding, that knowledge workers initiate the majority of changes in their work activity themselves, indicates that they are actively negotiating a whole new communication repertoire and deploying them as everyday tools.\n\nChapter fOur\n\n102","previous_page":101,"next_page":103}