![]() ![]() The event is FREE and OPEN to the public. Her research combines multiple methods to study how individuals identify with their work and make workplace decisions, and how organizations affect workplace and social inequality. from the Sloan School of Management, Massachusetts Institute of Technology. This paper contributes to scholarship on the temporal restructuring of work, performance of women in teams, and gender inequality, while also advancing conversations on the future of work.Īruna Ranganathan is Associate Professor, Management of Organizations at Berkeley Haas School of Business. After collecting ethnographic and interview data from folk musicians to develop our theory, we conducted a field experiment in which individual singers, both men and women, recorded a song both synchronously and asynchronously with a standard set of instrumentalists. We explore this question in the context of folk music ensembles in eastern India. We argue that men will not experience the same boost in performance, and thus the rise of asynchronous teamwork has the potential to reduce gender disparities in performance. Because women in teams have typically been held back from performing to their full potential, it is imperative to ask: how does this shift to asynchronous teamwork affect the performance of men and women differently? This paper argues that women will perform better when teamwork is asynchronous, rather than synchronous, because working alone will afford them greater freedom for creative expression. Specifically, teamwork is now often performed asynchronously: members of teams work at different times, by themselves, rather than simultaneously and together. Temporal restructuring features prominently in the future of work. This event will be live streamed on the Institute's FB page: ISASatUCBerkeley In Kociatkiewic & Jemielniak (eds.A talk by Aruna Ranganathan, Associate Professor, Management of Organizations, Haas School of Business, UC Berkeley, on how women perform better when teamwork is asynchronous, rather than synchronous, because working alone will afford them greater freedom for creative expression. Highly Educated Workers Performing Low-Skill Work in a High Tech Environment: Employee Turnover and the Culture of Fun in the Business Process Outsourcing Industry in India Gender Inequality on the Pandora Music PlatformĬrowdwork among Qawwali Musicians in India Home Team Disadvantage: Remote Work, Solidarity and Collective Mobilization Remote Control: How Organizations Decide Whether to Adopt Remote Work Girl Uninterrupted: Asynchronous Teamwork and Gender Differences in Performance Singing Your Own Praises: Digital Cultural Production and Gender Inequality (with Abhishek Nagaraj).In a Class of Their Own: Using Cultural Capital to Win Jurisdiction (with Joshua Hurwitz) Industrial and Labor Relations Review, 2008 (with Sarosh Kuruvilla) Industrial Relations Journal, 2010 (with Sarosh Kuruvilla)Įconomic Development Strategies and Macro and Micro Level Human Resource Policies: The Case of India's Outsourcing Industry Globalization and Outsourcing: Confronting New Human Resource Challenges in India's BPO Industry Industrial and Labor Relations Review, 2013 ![]() Professionalization and Market Closure: The Case of Plumbing in India ( Editor's Summary, ASQ Blog Interview, Stanford GSB Insights, ASA Economic Sociology interview, ASA Work In Progress blog, VoxDev) ![]() The Artisan and His Audience: Identification with Work and Price-Setting in a Handicraft Cluster in Southern India ( Editor's Summary, ASQ Blog Interview, Stanford GSB Insights, King Center coverage, Responsible Research in Management and Business Article) Train Them to Retain Them: Work-Readiness and the Retention of First-Time Women Workers in India Organization Science, 2020 (with Emilio Castilla) 74, issue 3, 663-688 Abstract:This article uses ethnographic and interview data about four cases in two work settings in India to examine identification as a factor in workersâ reactions to workplace change. The Production of Merit: How Managers Understand and Apply Merit in the Workplace
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