Research suggests that the temporal flexibility advertised to crowdworkers by crowdsourcing platforms is limited by both client-imposed constraints (e.g., strict completion times) and crowdworkers’ tooling practices (e.g., multitasking). In this article, we explore an additional contributor to workers’ limited temporal flexibility: the design of crowdsourcing platforms, namely requiring crowdworkers to be ‘on call’ for work. We conducted two studies to investigate the impact of having to be ‘on call’ on workers’ schedule control and job control. We find that being ‘on call’ impacted (1) participants’ ability to schedule their time and stick to planned work hours, and (2) the pace at which participants worked and took breaks. The results of the two studies suggest that the ‘on-demand’ nature of crowdsourcing platforms can limit workers’ temporal flexibility by reducing schedule control and job control. We conclude the article by discussing the implications of the results for (a) crowdworkers, (b) crowdsourcing platforms, and (c) the wider platform economy.

Online freelance platforms can transform knowledge work. However, 'gigification' also presents challenges, including how freelance workers can access and work with knowledge, which prior research has not examined. Through a qualitative interview study, we identify disparities in how freelancers who work for enterprise companies are able to utilize knowledge as part of their work, when compared with traditional employees of similar organizations. We examine how 38 knowledge workers (21 freelancers, 17 employees) deploy knowledge, work skillfully and mobilize resources to meet knowledge needs. We find that both employees and freelancers understand their own ability to act knowledgeably as a dynamic, collaborative, negotiated and emergent accomplishment. However, for freelancers, the dynamic dimensions of knowledge work - such as helping others see the meaning and value of their work, and creating ties between their work and the enterprise - are only minimally-legitimized and minimally-supported by organizing structures and tools. We present our results as 'knowledge gaps', and propose design recommendations to reduce these gaps and consequently make on-demand knowledge work more effective and sustainable.

Message deletion in mobile messaging apps allows people to “unsay” things they have said. This paper explores how and why people use (or do not use) this feature within remediation strategies after a communication error is identified. We present findings from a multi-stage survey designed to explore people’s general experiences of the message deletion feature (N = 401), peoples’ experiences of using this feature during the remediation of an error (N = 70), and receivers’ perceptions around recent message deletions (N = 68). While people are typically aware of the deletion feature, it is infrequently used. When used, it is primarily done so to improve conversations by reducing confusion between conversation partners. We found people being aware of message deletions creating information-gaps which can provoke curiosity in recipients, causing them to develop narratives to help address the uncertainty. We found concerns amongst senders that these narratives would be of a negative nature, having an undesirable impact on how others perceive them. We use our findings to suggest ways in which mobile messaging apps could improve conversational experiences around erroneous and regrettable messages.

Crowdworkers receive no formal training for managing their tasks, time or working environment. To develop tools that support such workers, an understanding of their preferences and the constraints they are under is essential. We asked 317 experienced Amazon Mechanical Turk workers about factors that influence their task and time management. We found that a large number of the crowdworkers score highly on a measure of polychronicity; this means that they prefer to frequently switch tasks and happily accommodate regular work and non-work interruptions. While a preference for polychronicity might equip people well to deal with the structural demands of crowdworking platforms, we also know that multitasking negatively affects workers' productivity. This puts crowdworkers' working preferences into conflict with the desire of requesters to maximize workers' productivity. Combining the findings of prior research with the new knowledge obtained from our participants, we enumerate practical design options that could enable workers, requesters and platform developers to make adjustments that would improve crowdworkers' experiences.