ABSTRACT
The aim of this chapter is to discuss the possibilities for worker autonomy in relation to call centre work. Limited autonomy can be found in the practices of the daily work within call centres and some illustrative examples will be provided here from the case studies presented. Due to changes in market conditions and global competition, managerial strategies – including more radical changes towards increased autonomy in using technology and team organisation – are evident in these studies. As such, despite limited autonomy, there is a restricted freedom inside the electronic birdcage. Thus, it appears that for employees to find more substantial freedom in the workplace, there must be the possibility of leaving ‘the cage’.
