Work Design for Global Professionals: Connectivity demands, connectivity behaviors, and their effects on psychological and behavioral outcomes

Nurmi, Niina; Hinds, Pamela

doi:10.1177/0170840620937885

Cited by 36 publications

(47 citation statements)

References 86 publications

(150 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Recent studies on remote work [ 69 ] and global work [ 54 ] demonstrate the importance of considering both the job characteristics (e.g., complexity and problem solving) and the social characteristics (e.g., social support and interdependence) of work. Research [ 54 , 55 ] indicates that as workers are afforded more autonomy and work becomes more unpredictable and volatile, employees need to adapt to contend with the demands of their work environment, including relational demands. This means that employees are active agents crafting their own jobs rather than passive recipients of work characteristics.…”

Section: Discussionmentioning

confidence: 99%

“…Communication technologies are the enabling force behind most remote work settings, allowing workers to maintain necessary levels of connectivity to share information and coordinate work across various boundaries [55,56]. In addition, the effective use of communication technology is an important facilitator of trust in virtual teams [17,57,58].…”

Section: Communication Technology Use and Relational And Contextual Factorsmentioning

confidence: 99%

See 1 more Smart Citation

Factors Influencing Adjustment to Remote Work: Employees’ Initial Responses to the COVID-19 Pandemic

Zoonen

Sivunen

Blomqvist

et al. 2021

IJERPH

View full text Add to dashboard Cite

The COVID-19 crisis has disrupted when, where, and how employees work. Drawing on a sample of 5452 Finnish employees, this study explores the factors associated with employees’ abrupt adjustment to remote work. Specifically, this study examines structural factors (i.e., work independence and the clarity of job criteria), relational factors (i.e., interpersonal trust and social isolation), contextual factors of work (i.e., change in work location and perceived disruption), and communication dynamics (i.e., organizational communication quality and communication technology use (CTU)) as mechanisms underlying adjustment to remote work. The findings demonstrate that structural and contextual factors are important predictors of adjustment and that these relationships are moderated by communication quality and CTU. Contrary to previous research, trust in peers and supervisors does not support adjustment to remote work. We discuss the implications of these findings for practice during and beyond times of crisis.

show abstract

Section: Discussionmentioning

confidence: 99%

Section: Communication Technology Use and Relational And Contextual Factorsmentioning

confidence: 99%

Factors Influencing Adjustment to Remote Work: Employees’ Initial Responses to the COVID-19 Pandemic

Zoonen

Sivunen

Blomqvist

et al. 2021

IJERPH

View full text Add to dashboard Cite

show abstract

“…Specifically, the use of ICTs can facilitate a variety of organizational changes including altering advice networks (Leonardi, 2007), ways of learning (Garud & Kumaraswamy, 2005), patterns of knowledge production (Schultze & Boland, 2000) and individual work routines (Pentland & Feldman, 2008). A particularly notable and influential aspect of contemporary ICTs is that they afford workers greater forms of connectivity with individuals, teams, and organizations (e.g., Nurmi & Hinds, 2020; Wajcman & Rose, 2011). Through the use of mobile phones, personal computers, and wireless networks, workers can interact with each other without the constraints of time or need for co‐location.…”

Section: Introductionmentioning

confidence: 99%

“…Another concern is that previous work mostly covers extended availability and connectivity (Dery et al, 2014; Mazmanian et al, 2013; Thörel et al, 2020) rather than supplemental work practices. Though escalating connectivity to work is becoming increasingly common, contemporary work may present connectivity demands (Nurmi & Hinds, 2020) that require employees to go beyond merely signaling availability or monitoring email messages (Thörel et al, 2020) and engage in more substantial work tasks after hours (Gadeyne et al, 2018). Hence, although there is a large body of literature referencing the TASW framework, the links are primarily implicit, placing ICT use and TASW, or TASW and extended availability or connectivity on equal footing.…”

Section: Introductionmentioning

confidence: 99%

“…Organizations are increasingly operating across geographical borders (and time zones) and are implementing new collaboration technologies creating demands for TASW (Golden & Raghuram, 2010; Nurmi & Hinds, 2020; Piszczek, 2017; Thörel et al, 2020). Employees have been found to reciprocate the distribution of mobile technology by using these technologies to extend their connectivity (Richardson & Benbunan‐Fich, 2011).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Why people engage in supplemental work: The role of technology, response expectations, and communication persistence

2021

View full text Add to dashboard Cite

Summary Supported by various collaboration technologies that allow communication from any place or time, employees increasingly engage in technology‐assisted supplemental work (TASW). Challenges associated with managing work and nonwork time have been further complicated by a global pandemic that has altered traditional work patterns and locations. To date, studies applying a TASW framework have focused mainly on individual uses of technology or connectivity behaviors and not considered the potential team and social pressures underlying these processes. This study provides clarity on the differences between technology use and TASW and sheds light on the drivers of TASW in a work environment characterized by high connectivity and diverse team structures. Specifically, we demonstrate how individual, social, and material pressures concomitantly impact individual work practices in a team context. Drawing on multisource and multilevel data provided by 443 employees nested in 122 teams, this study shows that individual collaboration technology use and team‐level response expectations are independently contributing to TASW. Though the persistence of communication afforded by collaboration technologies mitigates the impact of collaboration technology use on TASW, this persistence is not found to impact the relationship between team‐level response expectations and TASW. We discuss how these findings inform our understanding of TASW.

show abstract

Project‐based work in times of COVID‐19: A dynamic framework for knowledge exchange

Abualqumboz

2021

Knowl Process Manag

View full text Add to dashboard Cite

Knowledge exchange is the key to help knowledge‐intensive firms (KIFs) innovate and communicate with their clients. However, during the COVID‐19 pandemic, many assumptions have been challenged, and as a consequence, this study aims to investigate the effect of the pandemic on knowledge exchange processes in KIFs and how firms responded to the pressing challenges that consequently emerged. This study illustrates how KIFs managed to navigate through the pandemic and exchanged knowledge with their clients in a new dynamic landscape despite the challenges that affected their client base and knowledge workers alike. Using multiple data sources, including 27 interviews, observation, informal conversations, and virtual guided tours, the article provides a three‐phase framework with the assistance of a simplified process lens. The framework phases (disharmony, normalisation, and harmony) illustrate how KIFs responded to the challenges, developed capabilities, and provided support.

show abstract

Work Design for Global Professionals: Connectivity demands, connectivity behaviors, and their effects on psychological and behavioral outcomes

Cited by 36 publications

References 86 publications

Factors Influencing Adjustment to Remote Work: Employees’ Initial Responses to the COVID-19 Pandemic

Factors Influencing Adjustment to Remote Work: Employees’ Initial Responses to the COVID-19 Pandemic

Why people engage in supplemental work: The role of technology, response expectations, and communication persistence

Project‐based work in times of COVID‐19: A dynamic framework for knowledge exchange

Contact Info

Product

Resources

About