An Unequal Partnership: The Privatisation of Information Technology in Ontario.
This paper presents a case study of the outsourcing of IT services between 1996 and 2003 by the Government of Ontario using a Public Private Partnership (P3) as an example of the commodification of public services including the impact on labour. It argues that three key features of the arrangement l...
| Publicado en: | Work Organisation, Labour & Globalisation Vol. 9; no. 1; pp. 92 - 106 |
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| Formato: | Artículo |
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Pluto Journals
Spring2015
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=114476424&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 114476424 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 1745641X HPBH jtl: Work Organisation, Labour & Globalisation issn: 1745641X maglogo: N pubinfo: dt: Spring2015 vid: 9 iid: 1 pid: 67187 pub: Pluto Journals artinfo: ui: 114476424 10.13169/workorgalaboglob.9.1.0092 ppf: 92 ppct: 14 formats: tig: atl: An Unequal Partnership: The Privatisation of Information Technology in Ontario. aug: au: Rapaport, David affil: former computer programmer and trade union officer, Trent University, Peterborough, Ontario, Canada su: Ontario Privatization Economics Economic history Mathematical equivalence Information technology & economics Business partnerships sug: subj: Privatization Economics Economic history Ontario Mathematical equivalence Information technology & economics Business partnerships ab: This paper presents a case study of the outsourcing of IT services between 1996 and 2003 by the Government of Ontario using a Public Private Partnership (P3) as an example of the commodification of public services including the impact on labour. It argues that three key features of the arrangement led to it becoming an 'unequal partnership.' First, ideological notions of a 'knowledge economy' and the techno-wizard status of independent IT workers were used by IT corporations to charge very high corporate rates for the time of outsourced IT staff, despite the fact that they were in fact undergoing a process of proletarianisation. Second, the P3 cost-benefit structure of shared costs and shared payments provided the framework for corporate partners to realise higher profits from investment in privatised state activities. Third, the explicit support of influential state and near-state actors undermined opposition to P3 projects. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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