2. Renewing Labour Process Theory in the Digital Workplace

This chapter delves into the intricacies of labour process theory (LPT) and its application to the digital workplace, focusing on managerial control and labour resistance. It begins by summarizing the key tenets of LPT, highlighting the inherent conflict between capital and labour, and the dual notions of control and resistance. The text then explores the evolution of LPT through the works of Braverman, Edwards, and Burawoy, each contributing unique perspectives on managerial control and worker resistance. The chapter further examines the impact of digital transformation on labour relations, particularly the rise of platform work and algorithmic management. It discusses the characteristics of platform work, the role of algorithms in managerial control, and the precarious nature of platform labour. The text also addresses the challenges of worker resistance in the digital workplace, arguing that despite the oppressive nature of algorithmic control, there are theoretical and practical openings for resistance. The chapter concludes by proposing that the digital workplace remains a contested terrain, where the antagonistic relationship between capital and labour persists, and workers can potentially reshape the dynamics of control and resistance through various forms of resistance.