Voluntary Work‐related Technology Use during Non‐work Time: A Narrative Synthesis of Empirical Research and Research Agenda

Schlachter, Svenja; McDowall, Almuth; Cropley, Mark; Inceoglu, Ilke

doi:10.1111/ijmr.12165

Cited by 159 publications

(217 citation statements)

References 126 publications

(281 reference statements)

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“…Although the four‐factor model also indicates good fit (Model 2), we decided to use the higher‐order two‐factor model (Model 3). The higher‐order two‐factor model is in line with the definition and theorizing of cross‐domain communication, such that cross‐domain communication pertains to employees’ voluntary behaviours to contact or be contacted by role members in the other domain (Schlachter et al ., ). The two‐dimensional model also allows for a more parsimonious test of our hypotheses.…”

Section: Methodsmentioning

confidence: 97%

“…Cross‐domain family communication takes the parallel line and represents the use of technology to interact with family members for family purposes when one is at work. Both cross‐domain communication behaviours are voluntary and discretionary (Fenner & Renn, ; Schlachter, McDowall, Cropley, & Inceoglu, ), meaning employees will only communicate across domains when they want to and choose to do so. An important feature of cross‐domain communication is that it reflects employees’ personal choices as to whether they are involved in cross‐domain communication behaviours when these behaviours are not formally required.…”

Section: Introductionmentioning

confidence: 99%

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The knife cuts on both sides: Examining the relationship between cross‐domain communication and work–family interface

Wan

Shaffer

Lau

et al. 2019

J Occupat & Organ Psyc

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Our study aimed to understand how cross‐domain communication via technology affects employees’ work–family interface. We examine the relationships among cross‐domain communication, role‐based resource loss and gain, and the bidirectional forms of work–family conflict and enrichment. Building on Conservation of Resources theory, we expect that cross‐domain communication has positive effects on role‐based resource loss and gain as well as both work–family conflict and enrichment. Furthermore, we suggest that the relationships between cross‐domain communication and role‐based resource loss and gain vary across different levels of role response expectations and role relationship quality. We test our ideas with data from two studies. Results confirm the role of cross‐domain communication on work–family conflict and enrichment through role‐based resource loss and gain. We also find significant interactions involving cross‐domain communication, role response expectations, and role relationship quality on both work‐ and family‐based resource loss and gain as well as on the mediating effects of family‐based resource loss. Practitioner points Cross‐domain work and family communication is not always harmful to employees’ work and family interface. When employees engaged in cross‐domain communication perceive high work (family) response expectations and high‐quality work (family) relationships, they experience more personal resource losses and gains within the family (work) domain. Managers need to educate employees regarding both the pros and cons of cross‐domain work and family communication and provide them with explicit rules about how they can navigate the double‐edged functions of communicating across work and family domains. Training employees to manage communications across domains will enable them to reduce potential work–family conflict and enhance work–family enrichment.

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Section: Methodsmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 99%

The knife cuts on both sides: Examining the relationship between cross‐domain communication and work–family interface

Wan

Shaffer

Lau

et al. 2019

J Occupat & Organ Psyc

View full text Add to dashboard Cite

show abstract

“…For example, a number of studies show how new media enhance innovation by making it possible to gather and make visible an increasingly diverse range of information, and to communicate with an increasingly diverse group of colleagues (e.g. Despite the ideology of openness, workers are consciously balancing visibility and invisibility, engagement and disengagement, sharing and control (Gibbs et al 2013), and public and private boundaries in their social media presence (McDonald and Thompson 2016), as well as empowerment and enslavement in their voluntary activities (Schlachter et al 2017). Other studies focus on the strategic advantages of organizational transparency for management teams, which are now able to learn how customers are being serviced by employees and to obtain new types of feedback from the market (Bennis 2013).…”

Section: Diagnosis: Making Work Visiblementioning

confidence: 99%

“…However, they do not offer a clear set of recommendations to strategists. The ethics of increasing control over employees as a consequence of digitization and datafication are discussed (Hansen and Flyverbom 2015), as are the potential negative effects for employees (Dutta 2010;Gibbs et al 2013;Schlachter et al 2017). The possibility of working outside regular working hours and work spaces is endorsed as positive (Schlachter et al 2017).…”

Section: Directions: Balance Controlmentioning

confidence: 99%

“…Some studies portray and recommend the deliberate use of virtual tools for collaboration and communication by managers and employees (Gray et al 2011;Kuegler et al 2015), while others suggest that managers and employees deliberately use or avoid these tools (Gibbs et al 2013;Schlachter et al 2017). But generally, new media are portrayed as internal organizational tools that can be used by managers and employees to change and control strategy work.…”

Section: Assumptions About New Mediamentioning

confidence: 99%

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New Media and Strategy Research: Towards a Relational Agency Approach

Gulbrandsen

Plesner

Raviola

2019

Int J Management Reviews

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A rapidly growing body of literature focuses on the relationship between new media and strategy, and offers recommendations regarding appropriate strategic actions in relation to new media. This paper systematically reviews 130 articles with a focus on the diagnoses they provide and the directions they offer strategists regarding the role of new media in strategy. The analysis identifies four main ways of conceptualizing new media in the literature: as forces in an increasingly turbulent strategic environment; as changing the role of strategists; as tools for strategically engaging stakeholders; and as both increasing and decreasing the control necessary for strategy making. These conceptualizations are based on often‐implicit assumptions about ‘agency’ in strategy: new media are seen either as forces influencing strategy or as tools in the hands of humans, who are portrayed as the agents of strategy. In both cases, new media are black‐boxed, such that their specific properties and ways of becoming embedded in particular contexts are rarely examined. After discussing these assumptions and a limited number of studies that challenge them, the paper develops an approach to strategy and new media based on a relational understanding of agency, an attention to technological affordances and a methodological sensitivity to tracing strategy‐making assemblages of human and non‐human elements. We argue that future research based on this approach will advance our knowledge of strategy making in ways that do not take new media for granted and ways that are attentive to different kinds of agency.

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Identifying forms of after‐hours information communication technology use and their role in psychological detachment: An episodic approach

Chen,

Conroy,

Crain

2024

Human Resource Management

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Employees increasingly conduct work outside of traditional work hours via information communication technologies (ICTs). There is a need to understand how after‐hours ICT use relates to well‐being, given that such connectivity has become unavoidable. We implement an episodic, event‐contingent design to evaluate the association between different ICT media (i.e., e‐mail, phone call, chat app, short message service) and the within‐person outcomes of psychological detachment as partially mediated by task productivity. A daily diary survey was collected over three consecutive workdays to capture after‐hours ICT use. Daily surveys were completed by 498 individuals, with a total of 1494 episodes being captured of after‐hours work ICT engagement. Our results indicate that while engagement with any form of ICT after hours reduces psychological detachment, email and chat apps are associated with the lowest levels of psychological detachment. Moreover, whereas the use of asynchronous ICT has positive main effects on episode‐related task productivity, the use of synchronous ICT (e.g., phone) only enhances episode‐related task productivity when there are high organizational expectations for employees' responsiveness after hours.

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Voluntary Work‐related Technology Use during Non‐work Time: A Narrative Synthesis of Empirical Research and Research Agenda

Cited by 159 publications

References 126 publications

The knife cuts on both sides: Examining the relationship between cross‐domain communication and work–family interface

The knife cuts on both sides: Examining the relationship between cross‐domain communication and work–family interface

New Media and Strategy Research: Towards a Relational Agency Approach

Identifying forms of after‐hours information communication technology use and their role in psychological detachment: An episodic approach

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