{"resolved":true,"match_type":"uuid","source_type":"original_book","book_id":"50b7f922-b940-4a05-8eb0-c4dc0d8ec9ed","title":"Digital Capitalism","author":null,"edition":null,"publisher":null,"year":null,"isbn":"2021022153","requested_by":"printed_page","book":{"source_type":"original_book","book_id":"50b7f922-b940-4a05-8eb0-c4dc0d8ec9ed","id":"50b7f922-b940-4a05-8eb0-c4dc0d8ec9ed","uuid":"50b7f922-b940-4a05-8eb0-c4dc0d8ec9ed","title":"Digital Capitalism","normalized_title":"digitalcapitalism","author":null,"edition":null,"publisher":null,"year":null,"isbn":"2021022153","isbns":["2021022153","9781032119182","9781032119205","9781003222149","2405518376"],"parsed":true,"ai_readable":true,"document_type":"book","page_count":343,"navigation_url":"https://workshop.closeclaw.top/ai/book/50b7f922-b940-4a05-8eb0-c4dc0d8ec9ed","title_url":"https://workshop.closeclaw.top/ai/title/Digital%20Capitalism","fixed_page_url_template":"https://workshop.closeclaw.top/ai/book/50b7f922-b940-4a05-8eb0-c4dc0d8ec9ed/page/{printed_page}","path_api_url_template":"https://workshop.closeclaw.top/api/ai/book/50b7f922-b940-4a05-8eb0-c4dc0d8ec9ed/page/{printed_page}","read_url":"https://workshop.closeclaw.top/api/ai/read/50b7f922-b940-4a05-8eb0-c4dc0d8ec9ed","page_url":"https://workshop.closeclaw.top/api/ai/books/50b7f922-b940-4a05-8eb0-c4dc0d8ec9ed/page","search_url":"https://workshop.closeclaw.top/api/ai/books/50b7f922-b940-4a05-8eb0-c4dc0d8ec9ed/search"},"page":{"printed_page":55,"pdf_page":69,"physical_index":69,"physical_index_base":0,"printed_page_status":"recognized","page_sha256":"0d0cbae14387d72837b21852157384ccd006c42dc2bf8b8ed0515223897e690c"},"chapter":"DIGITAL CAPITALISM","content":"Google employees enjoy the idea of working in a high-reputation company, tend to find their work tasks interesting, like the perks such as free food, but tend to complain about the long working hours, a lot of overtime, and the lack of work-life balance. Lack of work-life balance at companies such as Google makes a playful work environment that turns spare-time into unpaid labour-time.\n\nLuc Boltanski and Ève Chiapello (2005) speak in this context of the “new spirit of capitalism”. The new spirit of capitalism is a management method and management ideology. It promises labour that is characterised by\n\nautonomy, spontaneity, rhizomorphous capacity, multitasking (in contrast to the narrow specialization of the old division of labour), conviviality, openness to others and novelty, availability, creativity, visionary intuition, sensitivity to differences, listening to lived experience and receptiveness to a whole range of experiences, being attracted to informality and the search for interpersonal contacts. (Boltanski and Chiapello 2005, 97).\n\nSuch promises “are taken directly from the repertoire of May 1968” (Boltanski and Chiapello 2005, 97). The new spirit of capitalism is a work culture of creativity, play, and fun that capital uses as a new, sophisticated method of absolute surplus-value production that blurs establish distinctions and demarcations of space and time in the economy. Inspired by Boltanski and Chiapello, Eran Fisher summarises these changes in the following way:\n\nIt is therefore best understood in terms of the eradication of the distinctions between these components: between companies and the network, producers and consumers, producers and users, labor and fun, forces of production and the production process, and so forth. These established industrial demarcations (and more specifically, part and parcel of the Fordist phase of capitalism) are now overturned with the emergence of network production. (Fisher 2010, 140)\n\nChapter Two | Friedrich Engels in Digital Capitalism\n\n55\n\nThe Digital Condition of the Working Class Today","previous_page":54,"next_page":56}