Research on queuing and waiting has demonstrated how these practices exemplify tacit norms of social organization and how the dynamics of deference embedded in waiting (re)produce the status of the waiting individual and/or the power of individuals in charge of queues. Less attention has been given to the broader effects of the agentic efforts of individuals to decrease their wait times and increase their priority in their original queue, what I term the active management of waiting. Using ethnographic and interview data on IT support workers at a large university, I document how high-status individuals engage in three active management of waiting strategies: trumping the queue, circumventing the queue, and refusing to queue. As I show, these strategies are patterned by organizational status and thus not only (re)produce the status of the waiting individual but also exert a disciplinary effect on servers and help (re)produce organizational status structures as a whole.

中文翻译：

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跳到看不见的线的头：电子票务系统中的排队和等待

关于排队和等待的研究表明，这些做法如何体现了社会组织的默示规范，以及等待（重新）中嵌入的尊重动力如何产生等待人员的状态和/或负责队列的人员的权力。人们对减少他们的等待时间并增加其在原始队列中的优先级的个体努力所产生的广泛影响的关注较少，我称之为积极的等待管理。我使用有关大型大学IT支持人员的人种学和访谈数据，记录了地位高的人员如何积极参与等待策略的三种主动管理：压制队列，规避队列和拒绝队列。正如我所展示的