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dc.contributor.authorButera, Federico
dc.date.accessioned2025-11-30T12:18:23Z
dc.date.available2025-11-30T12:18:23Z
dc.date.issued2024
dc.date.submitted2024-12-20T12:30:32Z
dc.identifierONIX_20241220_9791221503197_99
dc.identifier2704-5919
dc.identifierhttps://library.oapen.org/handle/20.500.12657/96303
dc.identifier.urihttps://doab-dev.siscern.org/handle/20.500.12854/207407
dc.description.abstractDuring the pandemic, in Italy 6 million people worked from home, no longer in the work flow regulated by time and physical presence in the office under the direct control of the hierarchy. A large number of people have been working by results, sharing knowledge, managing communications, participate in remote communities. This process has been an accelerator of changes already underway since the 1970s: the remoteness of work made possible by digitalization and the professionalization of work, coming along the increase of the knowledge workers. A vast experimentation of a new way of working very different from the Taylor Fordist tradition was opened, supported by "designers or architects of the new work" , pursuing objectives of organizational regeneration, extended professionalization, promotion of the quality of working life.
dc.languageItalian
dc.relation.ispartofseriesStudi e saggi
dc.rightsopen access
dc.subject.classificationthema EDItEUR::N History and Archaeology::NH History::NHB General and world history
dc.subject.otherSmart work
dc.subject.otherNew way of working
dc.subject.otherchange mangement
dc.subject.otherprofesionalization
dc.subject.otherQuality of working life
dc.titleChapter Dal lavoro agile alla new way of working
dc.typechapter
oapen.identifier.doi10.36253/979-12-215-0319-7.172
oapen.relation.isPublishedBy2ec4474d-93b1-4cfa-b313-9c6019b51b1a
oapen.relation.isbn9791221503197
oapen.pages13
oapen.place.publicationFlorence
dc.seriesnumber257
dc.abstractotherlanguageDuring the pandemic, in Italy 6 million people worked from home, no longer in the work flow regulated by time and physical presence in the office under the direct control of the hierarchy. A large number of people have been working by results, sharing knowledge, managing communications, participate in remote communities. This process has been an accelerator of changes already underway since the 1970s: the remoteness of work made possible by digitalization and the professionalization of work, coming along the increase of the knowledge workers. A vast experimentation of a new way of working very different from the Taylor Fordist tradition was opened, supported by "designers or architects of the new work" , pursuing objectives of organizational regeneration, extended professionalization, promotion of the quality of working life.


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