Overwork, boundaryless work and the autonomy paradox

Abstract

pdte

In the context of increasingly digital, flexible and self-managed knowledge work we aim to improve our understanding of the (global) drivers of overwork and work intensification dynamics by studying the case of Japan. We focus on exploring the specific role of the so-called "autonomy paradox", where autonomy (and/or its perception) becomes a driver of overwork. Based on 10 formal interviews (and many other informal conversations) held with key stakeholders (companies, unions, managers, workers and scholars) we found that 1) Japanese stakeholders are still focused on limiting working time and not enough on the regulation of the workloads and work intensity to prevent the harming effects of overwork; 2) autonomy (and/or its perception) seems to be an increasingly relevant double-edge sword: it might act as a resource to protect/promote health but it also seems involved in the internalization of job demands that might end up in workaholism and overwork. Looking to improve our strategies to prevent overwork, we discuss this "autonomy paradox" and some of the involved mechanisms, connecting our findings in Japan with international research.