Searching for paid tasks via digital labour platforms, such as Uber, Deliveroo and Fiverr, has become a global phenomenon and the regular source of income for millions of people. In the advent of digital labour platforms, this insightful book sheds new light on familiar questions about tensions between competition and cooperation, short-term gains and long-term success, and private benefits and public costs. Drawing on a wealth of knowledge from a range of disciplines, including law, management, psychology, economics, sociology and geography, it pieces together a nuanced picture of the societal challenges posed by the platform economy. Chapters present a comprehensive, multidisciplinary overview of the rise of gig work, reflecting on long-term developments in the gig economy and incorporating contemporary developments into the rich theoretical and empirical literature on the topic. Charting new research territory, the book addresses key academic and policy challenges, arming readers with relevant analytical tools and practical solutions to face common problems. This book comprises a key reference for future research on the topic as well as critical policy measures for addressing challenges relating to gig work. Offering an integrated outline of the latest insights, this book is crucial reading for scholars and researchers of the platform economy and gig work, outlining academic insights and empirical research, and illustrating a research agenda for future scholarship. The book's comprehensive approach will also benefit policy-makers, managers and workers as they confront the platform economy's wide variety of legal, economic and management challenges.

This volume explores and presents challenges that "traditional" organisations experience once they take off towards self-managing organisations (or Teal Organisations). The concept of Teal Organisations is not surprising nowadays, but strangely enough it remains a dream concept: the majority of modern organisations represent hierarchical managerial constructions, with little to no evidence of self-management. The main characteristics of self-management are well-known: whole tasks; organisational actors equipped with a certain skill portfolio that is required to accomplish these tasks; work organised in teams that have autonomy for decision-making and performance management. Self-management is often accompanied by greater flexibility, better use of employees' creative capacities, increased quality of work life, and decreased employee absenteeism and turnover, eventually resulting in increased job satisfaction and organizational commitment. In this volume, we suggest that self-managing teams require a new way forward in modern organisations. Particularly, we offer a new roadmap for leaders who are responsible for the implementation of self-managing teams.