Distributed work: communication in an ‘officeless firm’

Lai, Yi Hsuan; Burchell, Brendan

doi:10.1111/j.1468-005x.2008.00203.x

Cited by 14 publications

(18 citation statements)

References 57 publications

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“…These findings parallel other research (e.g. Lupton and Noble, 1997;Ritchie and Brindley, 2005;Lai and Burchell, 2008), but draw out more fully the way in which such critical themes can coexist with a positive evaluation of technology in the perceptions of the employees.…”

Section: The Differential Impact Of Technologysupporting

confidence: 86%

“…It has revolutionised the workplace enabling new and innovative ways of communicating, searching, sharing, storing, creating, processing and presenting information and knowledge, thus prompting shifts in workplace organisation (see e.g. Handy, 1996; Symon, 2000; Ritchie and Brindley, 2005; Ogbonna and Harris, 2006; Leonardi, 2007; Lai and Burchell, 2008). Transformations in organisational cultures, structures and forms are, in part, influenced by ICT implementation (see e.g.…”

Section: Introductionmentioning

confidence: 99%

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The differential impact of ICT on employees: narratives from a hi‐tech organisation

Barnes

2012

New Technol Work Employ

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Section: The Differential Impact Of Technologysupporting

confidence: 86%

Section: Introductionmentioning

confidence: 99%

The differential impact of ICT on employees: narratives from a hi‐tech organisation

Barnes

2012

New Technol Work Employ

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“…Other terms including home, remote, distance and flexible work have also been used to describe similar location-free arrangements (Lai and Burchell, 2008;Sullivan, 2003;Whittle and Mueller, 2009). For the present study, the reference groups (surveyed teleworkers) are as follows (also Ellison, 1999):…”

Section: Defining Telework and Knowledge Workmentioning

confidence: 99%

“…Lai and Burchell, 2008;Haddon and Brynin, 2005;Pyöriä, 2006). The present study contributes to understanding ICT use in relation to telework.…”

Section: Synthesismentioning

confidence: 99%

Creative and knowledge-intensive teleworkers' relation to e-capital in the Helsinki metropolitan area

Merisalo

Makkonen

Inkinen

2013

IJKBD

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This paper examines the extent to which teleworkers in the Helsinki Metropolitan Area (HMA) fit the profile of knowledge or creative workers. Furthermore, the concept of electronic capital (e-capital), referring to the use of ICT, electronic services and social media, is redefined and applied in relation to teleworkers. The data were gathered through a stratified postal survey (n=971) conducted in the HMA in 2010. Statistical testing indicated no difference in terms of knowledge intensity, creativity and e-capital between 'home-anchored' workers and mobile or part-time teleworkers. However, a significant difference was noted between teleworkers and non-teleworkers.The results reveal the complexity of telework in both a theoretical and empirical context. The paper also points to the significance of e-capital in relation to telework, networking and the creating and maintaining of social relations, supporting the theoretical proposition of e-capital.

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“…For example, trust facilitates the sharing of ideas (Zigurs, 2002), aids in knowledge sharing and the development of transactive memory (Rosen, Furst, & Blackburn, 2007), and helps reconcile differing goals and conflicts in virtual teams while reducing opportunistic behavior and agency costs (Jarvenpaa & Tanriverdi, 2003). While trust is recognized as being essential to a virtual team's functioning, building it takes a significant amount of effort and time (Lai & Burchell, 2008). Trust is critical in VWTs because of the way interactions are structured in MMOGs.…”

Section: Leader-member Relationships and Development Of Resourcesmentioning

confidence: 99%

The Effects of Leader-Member Exchange on Member Performance in Virtual World Teams

Goh¹,

Wasko²

2012

JAIS

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Special IssueUnderstanding the role of leadership in virtual world teams may help shed light on how to manage synchronous and highly interdependent work activities. Based upon leader-member exchange (LMX) theory, we propose that the relationship between a leader and a team member (LMX) influences 1) the degree to which a team member is allocated resources by the leader (empowerment and group assignments), 2) the degree to which a team member develops relational resources with the team (trust, obligation, norms, and identification), and 3) the extent to which a team member receives or develops resources results in higher levels of individual performance. Our findings from a longitudinal field study of one large virtual world team in the massively multiplayer online game (MMOG) EverQuest suggest that the leader member relationship does impact members' allocation and development of resources, and that it's not just the quantity of members' resources, but also the type of member resources, that has a direct influence on performance. Our findings also indicate that the influence of the leader-member relationship on member performance is fully mediated by the allocation and development of resources. Surprisingly, there was no relationship between LMX, trust, and performance, which suggests that trust may not be as vital in virtual teams where everyone's actions are visible. Lastly, the findings suggest that building relational capital to facilitate the transformation from self to collective interest may be an effective leadership tactic when managing large virtual teams or social collectives.

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Distributed work: communication in an ‘officeless firm’

Cited by 14 publications

References 57 publications

The differential impact of ICT on employees: narratives from a hi‐tech organisation

The differential impact of ICT on employees: narratives from a hi‐tech organisation

Creative and knowledge-intensive teleworkers' relation to e-capital in the Helsinki metropolitan area

The Effects of Leader-Member Exchange on Member Performance in Virtual World Teams

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