Information technology is making possible the automation of increasingly complex operations in the workplace. At the same time, the ability of the technology to embody knowledge in computer algorithms allows the automation of some tasks traditionally considered managerial. Case study research in the telecommunications, transport, and insurance industries suggests that the automation of such “managerial” tasks often leads to very different organizational consequences than the automation of “work tasks.” The paper defines the difference between “managerial” and “work” tasks, and demonstrates the value of these concepts in evaluating the effects of new technologies on organizational systems.
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