Balancing self-management and standardization to improve learning, autonomy and wellbeing: learning and control in the boundaryless working life

Back to Karasek’s construction of the Demand Control model learning and autonomy in work has been an important factor in conceptualization of health and wellbeing (Karasek 1979). To promote learning and autonomy in work it was suggested to create teamwork, job-enrichment, and influence at work (Karasek/Theorell 1990). In the Demand Control model learning and autonomy form the dimension of control: learning opportunities and autonomy will bring the employees in control. This paper examines how control is affected by the development towards boundarylessness. The erosion of boundaries opens potentials for increased control in work (the employees control over how and what to do), however, boundarylessness threaten the frontiers from where the employees could defend their interests, and by that boundarylessness reduce employees’ control of their work. The erosion of boundaries is studied in two case factories in the foot industry. Due to the limits of space, the cases will only be presented shortly.