This chapter reviews current research on telework. We first examine the literature on telework and job performance, job attitudes, and professional isolation, before reviewing the outcomes of telework on employee well-being as characterized by stress and work-life balance. We then turn our attention to factors that contribute to a successful telework experience: characteristics of the job, characteristics of the employee, and characteristics of the employee's manager(s). We also identify the key role of technology support in influencing many of the established outcomes of and contributors to telework. Finally, we discuss the gaps in our knowledge of telework's repercussions for employees and organizations. We conclude by identifying the implications of what we do know for theory and practice. To maximize positive outcomes, we recommend evidence-based guidelines for organizations with regard to 1) selecting and preparing employees for telework, and 2) managing their use of this flexible work practice.Flexible work practices refer to mutual arrangements made between employers and employees that vary the hours and location of work, often with the dual aim of improving employees' work-life balance and meeting the organization's needs (Thompson, Payne & Taylor, 2015). Telework is one such arrangement, which involves working away from the office for a portion of the work week while keeping in contact via information and communications technology (ICT) (Allen, Golden & Shockley, 2015). It can be used simultaneously with other flexible work arrangements, such as flexible hours and part-time work. Telework is usually conducted from a location of the employee's choosing (e.g., home) and can thus be differentiated from remote work, which more often takes place at different business units or while travelling for business purposes.One acknowledged difficulty in drawing any firm conclusions about the impact of telework is that studies of this work arrangement appear in numerous disciplinary literatures: management, human resource management, industrial relations, psychology, family studies, sociology, information systems, logistics, and operations, for example. For the purposes of this chapter, which is attempting to identify individual-level factors that facilitate or hinder the telework experience, we will be drawing upon each of these literatures but focusing primarily upon those relevant to interpersonal processes rather than organization-level systems. Outcomes of TeleworkOutcomes of telework manifest themselves in a number of different ways. We will first examine work-related outcomes in the form of job performance, job attitudes, and professional isolation. Following this, we will review the effects of telework on well-being, in the form of stress and work-life balance. 19.

Purpose: This paper aims to 1) identify strategies used by successful teleworkers to create and maintain boundaries between work and home, and 2) determine how these strategies relate to employee preferences for segmentation or integration of work and home. Design/methodology/approach: Forty in-depth, face-to-face interviews were conducted with employees working from home either occasionally (occasional teleworkers), between 20-50% of the workweek (partial teleworkers), or the majority of the time (full teleworkers). Findings: Teleworkers use physical, temporal, behavioural and communicative strategies to recreate boundaries similar to those found in office environments. While teleworkers can generally develop strategies that align boundaries to their preferences for segmentation or integration, employees with greater job autonomy and control are better able to do so. Research limitations: A limitation of this research is its potential lack of generalizability to teleworkers in organizations with "always-on" cultures, who may experience greater pressure to allow work to permeate the home boundary. Practical implications: These findings can encourage organizations to proactively assess employee preferences for boundary permeability before entering a teleworking arrangement. The boundary management tactics identified can be used to provide teleworkers struggling to establish comfortable boundaries with tangible ideas to regulate interactions between home and work. Originality/value: This research makes a significant contribution to practitioner literature by applying a boundary management framework to the practice of teleworking, which is being adopted by organizations with increasing frequency.

Purpose Despite the significant investment in research on corporate social responsibility (CSR), there still exists a lack of clarity in terms of how different types of CSR activities lead to the outcomes a firm desires with their investment in CSR. The purpose of this paper is to provide greater insight on the relationship between types of CSR activities and brand equity (BE). The authors develop and test a conceptual framework, which examines the unique relationship between each CSR dimension and BE, as well as the interaction of product-related CSR activities and employee-related CSR activities with CSR activities across the other dimensions. Design/methodology/approach The authors collected data from multiple secondary sources, including Kinder, Lydenberg and Domini (KLD) Research and Analytics Inc., Interbrand, Compustat and CMR. The authors used random-effect estimations to estimate panel regressions of BE as a function of the different dimensions of a firm’s CSR, interaction terms between CSR dimensions and product quality and interaction terms between employee relations and other CSR dimensions, as well as a set of control variables and Year dummy variables. Findings Based upon a large-scale panel data set including 78 firms for the period of 2000–2014, the results show that diversity- and governance-related CSR have a positive effect on BE, employee-related CSR has a negative effect on BE and both product and employee dimensions play important roles in the relationships between other CSR dimensions and BE. These results have important implications for both theory and practice. Originality/value This study makes several contributions to extant literature on CSR and brand strength. First, this study examines the impact of CSR on BE vs alternative measures of brand-related outcomes. This study uses the KLD database to determine scores for firm CSR activity. It is the first to use the extensive KLD database to examine the relationship between types of CSR activities and BE. Last, this study seeks to better understand some of the organizational factors which influence the success of CSR outcomes. Specifically, the research will examine the interaction of product-related and employee-related CSR activities with CSR activities across the other dimensions.

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Agile working involves liberation from traditional ways of working, such that boundaries between work and home (both physical and temporal) can become blurred. In this chapter, we explore how boundary management preferences for integration or segmentation, and the fit between these preferences and agile working modalities, can influence experiences of the work-life interface, work-related attitudes and employee well-being. We go on to identify the challenges that agile working presents for boundary management, related to an increasingly 'always on' work culture.We conclude by discussing what organizations can do to support employees' management of work-life boundaries in the pursuit of satisfactory levels of performance and wellbeing in each life domain.

Employment trends see work and personal life domains becoming both more integrated (e.g., flexible working) and more segmented (e.g., global careers). Trends toward more extreme segmentation or integration may lead to a greater risk of misfit between employee preferences for and organizational supplies of integration/segmentation. This paper investigates the impact of organizational fit and misfit within a highly segmented occupational context: offshore work. With lengthy rotations away from home, followed by long periods away from work, limited inter-role communications and reduced day-today transitions between work and non-work roles, offshore work offers a segmented work-life interface. Fit and misfit of integration-segmentation preferences with perceptions of organizational integration-segmentation supply were examined among offshore employees, as well as their counterparts working traditional, office-based schedules. Using polynomial regression and response surface analysis, the impact of fit and misfit on work-life conflict, enrichment and organizational commitment was assessed. The data show that misfit resulting from an oversupply of segmentation may result in behavioral work-to-life conflict, associated with the reduced number of transitions between work and home roles, strain-based conflict, and a reduced transfer of resources from work to home resulting in less developmental work-life enrichment and organizational commitment. These findings contribute to existing literature by identifying the impact of misfit resulting from segmentation oversupply on individual and organizational outcomes, emphasizing the need for HR practitioners to recognize the potential for and impact of different forms of misfit within the changing landscape of their own organizational environments.

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