The Impact of Telecommuting Design on Social Systems, Self-Regulation, and Role Boundaries

Allen, David G.; Renn, Robert W.; Griffeth, Rodger W.

doi:10.1016/s0742-7301(03)22003-x

Cited by 56 publications

(92 citation statements)

References 73 publications

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“…The attraction is particularly important in countries confronted with urban congestion problems (Benchimol, 1994), and time-consuming travels to work, which often translate into work-family balancing problems (Duxbury and Higgins, 2003;Baines and Gelder, 2003). We observe an increase in the practice of telework and mobile working, or work from home, and while some research has been done on the management challenges related to this (Dambrin, 2004;Taskin and Tremblay, 2010) and impacts on role boundaries (Allen et al, 2003), the advantages and disadvantages involved in the choice of telework are not yet well known.…”

Section: Introductionmentioning

confidence: 85%

Telework and mobile working: analysis of its benefits and drawbacks

Tremblay¹,

Thomsin²

2012

IJWI

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Telework and mobile work have been the object of much interest, but there has been little research on who practices it and what are the advantages. We evaluated the advantages and disadvantages for individuals in a large multinational in Belgium. In this organisation, telework is called 'mobile work', and includes not only telework at home but also work done at the client's office, in satellite offices, TeleCenters, etc. We observe that the technical possibility to do telework and gender are significantly related to the practice of mobile work, while age is not, contrarily to expectations. Also, while women are often associated with telework, it is men who are relatively more numerous in mobile work. They mention advantages such as less interference by colleagues, a gain in flexibility, personal and professional development, fewer trips and reduced time loss, better organisation of working hours and opportunities for a better allocation of time.

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Section: Introductionmentioning

confidence: 85%

Telework and mobile working: analysis of its benefits and drawbacks

Tremblay¹,

Thomsin²

2012

IJWI

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“…Previously described in relation to the place where the work was done, its characterization depends nowadays on several parameters : location(s), frequency, kind of arrangement (formal/ informal), initiative to telework, flexibility of schedule, and performance monitoring (Allen et al, 2003;Feldman and Gainey, 1997). According to some of those characteristics -those that may be used to describe the type of despatialization associated to telework (Bridoux and Taskin, 2005) -we can identify in the literature different forms of telework.…”

Section: Telework the Ambivalence Of Individuals' Demandsmentioning

confidence: 99%

Paradoxes from the Individualization of Human Resource Management: The Case of Telework

Taskin

Devos

2005

J Bus Ethics

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In the context of change to the ''new modernity'' described in Beck's work, companies develop management modes and methods that focus more and more on individuals. Constitutive of the individualization process, human resources practices have become ambivalent as the process itself. This contribution examines how a managerial and organizational innovation as telework contributes to the process of individualization, and the paradoxes it addresses to management. At the interface of the social and the technical, teleworking appears as a flexible arrangement, meeting employees' and employer's demands -which is a characteristic of the process of individualization -by simultaneously fragmenting collectivity, exposing individuals to social risk, and producing exclusion. The authors focus on two consecutive paradoxes of such individualized managerial practices: the individual-collective dilemma and the autonomy-control paradox. Finally, the paper reveals HRM as a new institution of individualization in a world where regulation functions are more and more transferred to individuals themselves.

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“…Following Peters & den Dulk (2003) we focus on support for homebased telework as a work flexibility arrangement under which an employee performs the duties and responsibilities associated with their position, and other authorized activities, from his or her home. Although empirical evidence regarding this is inconclusive, telecommuting from home may differ from doing so from a telecenter or a satellite office (Allen, Renn, & Griffeth, 2003). Thus, we focus on the extent to which the firm devotes substantive efforts and financial resources to allow employees to perform their job related duties remotely from home through the use of information technology.…”

Section: Introductionmentioning

confidence: 99%

Leader beliefs and CSR for employees: the case of telework provision

Mayo

Gómez‐Mejía

Firfiray

et al. 2016

Leadership &Amp; Organization Development Journal

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A note on versions:The version presented here may differ from the published version or, version of record, if you wish to cite this item you are advised to consult the publisher's version. Please see the 'permanent WRAP url' above for details on accessing the published version and note that access may require a subscription. Purpose -This study aims to investigate the role of top leaders' beliefs in the importance of workfamily balance as a key determinant in explaining the adoption of social practices oriented toward internal stakeholders, focusing on home telework as one of these practices. Design/methodology/approach -A sample of 2,388 executive officers reported the senior leaders' belief favoring workfamily balance by completing a new scale developed for this purpose asking how much key decision-makers (1) were convinced of the value to employees of supportive familyfriendly HR practices, (2) modeled how to balance work and family life, and (3) felt a personal commitment to implement family-friendly practices. They also reported the firm´s provision of telework and organizational characteristics such as industry, multinational status and firm size. Findings -Regression analyses revealed that the firm's provision of telework is more pervasive when its top leaders believe in the importance of work-family balance, even after controlling for firm context (industry, geographical dispersion, and size). More importantly, we also find that managerial beliefs augment the positive effect of instrumental factors on the provision of home telework.

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The Impact of Telecommuting Design on Social Systems, Self-Regulation, and Role Boundaries

Cited by 56 publications

References 73 publications

Telework and mobile working: analysis of its benefits and drawbacks

Telework and mobile working: analysis of its benefits and drawbacks

Paradoxes from the Individualization of Human Resource Management: The Case of Telework

Leader beliefs and CSR for employees: the case of telework provision

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