Purpose As a way to enable employees to work distantly, teleworking has gained a growing interest in companies. At the same time, management challenges regarding the teleworkers’ risk of isolation, coupled with the need to maintain cohesion for the dispersed team, to give an example, are various. How can management practices help to maintain adequate levels of perceived proximity for a dispersed team’s members? The purpose of this paper is to answer this question. Referring to a particular person’s perception of how close or how far another person is, the concept of perceived proximity is mobilized. This Telecom case study is based on 22 interviews with human resources directors, managers and teleworkers. While the results of this study appear to corroborate empirically the theoretical model as proposed by O’Leary et al. (2014), they also propose nuances, highlighting the importance of the interpersonal relationship to expand the perceived proximity and stressing the need for both distant and face-to-face exchanges. They also help to understand which management practices can influence perceived proximity. In particular, they help to understand the role of communication and collective identity and support the importance of the e-leader. Finally, the results highlight two remote management modes that will be discussed elaborately. Design/methodology/approach The authors conducted a single in-depth case study of Telecom as a unique case study; it is useful to analyze new and complex phenomena for which theoretical development is emerging and the consideration of the context is essential (Yin, 2013). In total, 22 interviews were conducted with the human resources directors, managers and teleworkers. Lasting between 40 and 130 min each, the interviews were all fully transcribed and analyzed using an iterative thematic content analysis. The authors first manually analyzed the data on the basis of the social regulation theory to interpret the local and the combined regulation (that is say to how the managers and the teleworkers co-build the rules to work being distant) the telework implied between managers, teleworkers and their co-workers (Authors, 2018). Two emerging codes led the authors to reinterpret the data, compared to the initial interpretative framework. The authors thus transformed the coding and recoded the 22 interviews (Bacharach et al., 2000, p. 713; cited by Gibbert et al. 2010, p. 58) around the objective/subjective working time and information and communication technology (ICT) use and the perceived proximity: shared identity and perceived proximity, and communication and perceived proximity. Findings First, the level of ICT use and the accompanying objective and subjective perceptions with regard to working time are reported and positive perceptions for the employees are determined because of the timing flexibility the ICT determines. Second, the ICT use is presented in relation to the managerial and collegial proximity perceived. Third, the authors discuss the shared identity processes that influence the proximity perceived, followed by the characteristics of the communication process, being the fourth one. As such, the results lead to a valuable input that enables to critically reflect on the e-leader roles, resulting in two emerging management modes seen as a continuum in terms of shared identity: the “e-communicational” mode signals the re-foundation of management in situations of distance based on the personality of the e-leader that influences the team members in terms of communicational and organizational behaviors; and the control management mode that is based upon objectives in a situation of being distant, illustrated by managers who regulate the work made by the distant team in monitoring the objectives without sharing the experience of telework. Research limitations/implications The results corroborate empirically with the theoretical model by Boyer O’Leary et al. (2014), while putting into perspective the complexity to manage the inter-subjectivity that is related to distance. More specifically, the results show that even if the ICT use leads to a new balance regarding time management for teleworkers – increasing their quality of life perceptions, with a better organizational flexibility – that is to say, a “win-win” configuration, the ultimate success of such a configuration depends on sound management practices. In this sense, the authors propose to enrich their model (Figure 3, p. 33). More extensive research will test two new moderating variables. At first, the results put in evidence the core role of e-management (e-communicational vs control), with a potential moderator effect on the relationship between objective distance and shared identification, on the one hand, and communication, on the other hand. Another result is the potential moderator effect of the ICT use on the relationship between perceived proximity and relationship quality. The nuances proposed support some recent studies arguing that distant communication (versus face-to-face) may inhibit geographically distributed team performance without consideration of the way the teams use ICT to ensure their cohesion and performance (Malhotra and Majchrzak, 2014). Practical implications These conclusions result into important management recommendations to support dispersed teams with how to cope with challenges such as the risk of delayed communication, possible misinterpretations, limited information richness and great conflicts (Zuofa and Ochieng, 2017). Originality/value Compared to the unique empirical application of the Boyer O’Leary et al.’s framework (2014), who found no differences existing in terms of proximity perceived with the study of 341 “geographically present” dyads with 341 “geographically distant,” this study’s results show that the construction of the feeling of proximity depends on a fragile balance between virtual and face-to-face exchanges. The authors also highlight the role of an e-leader in this regard and identify and compare two modes of remote management.

In spite of the differences in Human Resource Management (HRM) practices between the non-profit health care sector and business life, the majority of health care sector research appears to be based on the HRM (for Human Resources Management) blueprint for business life staff policy and practice. This study is aimed to better understand the impact of workplace social support in the context of French hospitals. Concrete, the first objective of this article comprises a thorough conceptualization and operationalization of workplace social support (i.e. both professional and personal social support). Data were collected in a French hospital among a sample of 62 respondents (for the qualitative part of our study), and among a sample of 171 health care professionals (nurses and nurse aids) (for the quantitative part of our study). Our outcomes indicate that, especially, personal support given by one's supervisor is strongly and positively related to nurses' and nurse aides' affective commitment. After a discussion about the outcomes, followed by some recommendations for future research, the article concludes with some practical implications for management in hospitals.

With the COVID-19 pandemic, governments implemented successive lockdowns that forced employees to work from home (WFH) to contain the spread of the coronavirus. This crisis raises the question of the effects of mandatory work from home on employees’ well-being and performance, and whether these effects are the same for all employees. In the present study, we examined whether working at home may be related to intensity, familiarity with WFH, employees’ well-being (loneliness at work, stress, job satisfaction, and work engagement) and creativity (‘subjective’ and ‘objective’). We also examined whether the psychological profile of employees, combining preference for solitude and associated personality variables from the Big Five, may influence the effects of WFH. The data were collected via an online survey from November 13th to December 15th 2020 among 946 employees from various organizations during the second lockdown in France. In addition to identifying two distinctive psychological profiles for employees having to WFH, results revealed that those with a “Solitary” profile reported higher loneliness at work, higher levels of stress, and lower levels of job satisfaction and work engagement than those with an “Affiliative” profile. It was also found that employees with a “Solitary” profile perceived themselves as less creative and produced objectively fewer ideas than individuals with an “Affiliative” profile. The present study suggests the necessity to distinguish the profiles of teleworkers and to offer a stronger support for the less affiliative employees when working from home.

International audienceL’objet de l’article est de s’intéresser au x effets positifs du télétravail sur la conciliation vie personnelle et vie professionnelle ainsi qu’à ses effets négatifs sur le brouillage des frontières.La recherche a porté sur deux entreprises nommées Telecom et Administration. Cinquante-quatre entretiens auprès de télétravailleurs, de cadres et membres de la direction ont été réalisés. Deux types d’organisation du télétravail sont étudiés : d’une part, le télécentre et d’autre part, le télétravail à domicile. Les résultats s’articulent autour de trois axes : motivations au télétravail et qualité de vie, télétravail et gestion des frontières entre vie professionnelle et vie personnelle et l’organisation du télétravail, les leviers d’actions pour réduire les risques pour les salariés du brouillage des frontières spatio-temporelles

D’ici 2015, les organisations sanitaires feront face au départ à la retraite de 85% des cadres de santé actuellement en poste et ce, dans un contexte d’opérationnalisation des réformes de la gouvernance HPST induisant une nouvelle répartition des rôles des hospitaliers. Quand cette catégorie professionnelle – caractérisée par un positionnement inconfortable « d’entre deux » – fait l’objet de nombreuses réflexions chez les sociologues et les politistes depuis le début des années 1980, il est surprenant de constater que les Sciences du Management s’y intéressent peu. L’objet de l’article est de proposer – à partir des résultats de la mission De Singly, de l’étude de cas d’un établissement sanitaire et de la diffusion d’un questionnaire dans 9 hôpitaux (N=124) – une classification des « savoirs agir » et de leurs combinaisons pour les cadres en situation de travail. Nos résultats signalent la prégnance de l’activité d’organisation, de conseil dans le service de soin et de la coordination managériale quand classiquement, les référentiels métiers mettent en exergue les rôles de contrôle sur l’activité, d’animation d’équipe et de gestion des consommables.

Working conditions degradation, in France particularly, is regularly denounced (Dublin Foundation, 2002 ; Sumer Survey, 2003). The reforms lead hospital to a "moral crisis" (Couanau, 2003). Our goal is to deepen the state of knowledge of social support - wellknown by the sociologists, the psychologists and the epidemiologists - but ignored by French researcher in management sciences. Those case study results based on a regional hospital (62 interviews) highlight the importance of socio-emotional component and reveal a coexistence between the professional support and the person-oriented support, related to the expression of openness to others, by empathy and by the transmission of positive emotions.La dégradation des conditions de travail, notamment en France, est régulièrement dénoncée (Fondation de Dublin, 2002 ; Enquête Sumer, 2003). Le secteur hospitalier par les réformes successives qu'il traverse, vit une " crise morale " (Couanau, 2003). L'objet de cet article est de comprendre le concept de soutien social étudié en sociologie, psychologie, épidémiologie, mais méconnu par les chercheurs en Sciences de Gestion français. Les résultats exploratoires d'une étude de cas en milieu hospitalier (soixante-deux entretiens) montrent l'importance de la composante socio-émotionnelle et la co-existence d'un soutien " professionnel " et d'un soutien à la sphère " personnelle " de l'individu, dont l'expression se fait par l'ouverture aux autres, par l'empathie et par la transmission d'émotions positives

This article looks at the collaboration relations of CEOs during different phases of the integration process into a network by using various proximity dimensions. Based on the life narratives of 21 CEO members belonging to a regional network, our study underlines that three integration phases exist, within which different proximity forms are mobilised. Whereas, institutional, personal and social proximities are significant during the entry phase, temporary geographical and cognitive proximities appear to be essential for building collaboration. Moreover, if social and personal dimensions play essential roles in starting collaborations, we note that social proximity remains less decisive for joint collaborative projects. These results enrich recent debates about the dimensions of proximity. They open lines of thinking about ways to encourage the integration of new members.

International audienceForme de « travail à distance », le télétravail fait l’objet d’un intérêt croissant en entreprise. Bien que ses avantages soient nombreux, il se heurte à des difficultés managériales (culture du présentéisme, absence de changement de style managérial, éclatement des collectifs de travail, risque d’isolement du salarié). Comment maintenir le sentiment de proximité à distance des membres d’une équipe dispersée de télétravailleurs ? Pour répondre à notre question de recherche, nous avons procédé à une étude du cas Telecom en nous appuyant notamment sur 22 entretiens semi-directifs (Direction des Ressources Humaines, directions diverses, télétravailleurs cadres et non cadres). Si nos résultats corroborent la modélisation de la proximité perçue de O’Leary, Wilson et Metiu (2014), ils mettent également en perspective l’importance des travaux antagonistes sur le rôle de l’intersubjectivité présentielle dans la construction du sentiment de proximité