across three studies, this research elucidates when loss-versus gainframed messages are most effective in influencing consumer recycling by examining the moderating role of whether a more concrete or abstract mind-set is activated. First, in a field study, the authors demonstrate that loss frames are more efficacious when paired with low-level, concrete mind-sets, whereas gain frames are more effective when paired with high-level, abstract mind-sets. this is an important, substantive finding that persisted over a significant time span. in addition, in two additional laboratory studies, they find further evidence for this matching hypothesis, in which a pairing of loss-(gain-) framed messages that activates more concrete (abstract) mind-sets leads to enhanced processing fluency, increased efficacy, and, as a result, more positive recycling intentions. the findings have implications for marketers, consumers, and society as a whole.

This is the published version of the paper.This version of the publication may differ from the final published version. Although consumers report positive attitudes toward ethical goods, their intentions and behaviors often do not follow suit. Just-world theory highlights the conditions under which consumers are most likely to prefer fair-trade products. This theory proposes that people are motivated to construe the world as a just place where people get what they deserve. In the current research, when people are confronted with high levels of injustice (communicated need is high) and avenues for justice restoration seem uncertain or unavailable, assisting others by supporting fair trade decreases. However, highlighting how injustice can be redressed through purchases enhances fair-trade support under conditions of high need. The effects are moderated by justice sensitivity factors, such as just-world beliefs and whether the product type (indulgence vs. necessity) makes the injustice of consumer privilege salient. The results suggest that communicating high need when requesting consumer prosocial actions can sometimes backfire. Marketers employing high need appeals should heighten perceptions of justice restoration potential and activate fairness-related thoughts through product positioning to encourage fair-trade purchases. Permanent repository link

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PurposeTelework is an alternative work relationship with demonstrated positive benefits for individuals and society, yet it has not been implemented with enthusiasm by most organizations. This could be due to the lacking, consolidated evidence for management regarding whether or not telework is a good thing for the firm. The purpose of this paper is to integrate multidisciplinary literature that reports effects of telework on organizational outcomes with the aim of providing a clearer answer to the question: is telework effective for organizations?Design/methodology/approachMeta‐analytical methods were used, beginning with an interdisciplinary search for effect sizes in eight databases. Limited to scholarly journals and dissertations, results included 991 articles scanned for inclusion criteria. The independent variable is telework, measured as a dichotomous variable. Dependent variables are outcomes of interest to organizations: productivity, retention, turnover intention, commitment, and performance. In total, 22 studies were double coded and meta‐analyzed using Hunter and Schmidt's approach, followed by five exploratory moderator analyses: level of analysis, level of the employee, response rate, proportion of females, and country of the study. Significant results are discussed.FindingsReview and meta analysis of 32 correlations from empirical studies find that there is a small but positive relationship between telework and organizational outcomes. Telework is perceived to increase productivity, secure retention, strengthen organizational commitment, and to improve performance within the organization. In other words, it is indeed beneficial for organizations. All five hypotheses are supported. H1 (productivity), rc=0.23 (k=5, n=620), (95% CI=0.13−0.33). H2 (retention), r=0.10 (k=6, n=1652), (95% CI=0.04−0.16). H3 (commitment), r=0.11 (k=8, n=3144), (95% CI=0.03−0.18); moderator analysis shows sample age is significant (F(1,4)=4.715, p<0.05, R2=0.80). H4 (performance), r=0.16 (k=10, n=2522). H5 (organizational outcomes), r=0.17 (k=19, n=5502), (95% CI=0.1−0.20).Originality/valueTo the authors' knowledge, this is the first meta‐analysis of telework research at the organizational level, providing a unique contribution to the field in filling the gap between research on effects to the individual and society. Additional contributions resulted from the moderator analyses: first, in finding that the relationship between telework and performance is moderated by whether or not the sample was one individual per firm, or many individuals from one; and second, in finding that the relationship between telework and organizational commitment is moderated by age. Thus, the paper provides unique contributions with both scholarly and practical implications.

This study explored personality and motivational traits related to teleworker performance and satisfaction, including sociability, need for achievement and autonomy, diligence and organisation. Situational factors were also compared between teleworkers and non-teleworkers, such as number of children, job autonomy and job complexity. Implications for research and practice are discussed.Tom O'Neill (toneill7@uwo.ca) is completing a PhD in Industrial/Organizational Psychology at the University of Western Ontario. The ultimate goal of Tom's research programme is to uncover the personality profiles of successful (and unsuccessful) face-to-face and virtual team members, as well as those relevant to teleworking effectiveness. Laura Hambley (laura.hambley@shaw.ca) has a PhD in Industrial/Organizational Psychology from the University of Calgary. Laura currently works as a senior consultant with SPB Organizational Psychology. Her research focuses on virtual leadership/ teamwork and telework. She is interested in how virtual leaders can more effectively lead teams through different communication media. Nathan Greidanus (Nathan_Greidanus@umanitoba.ca) is Assistant Professor of Entrepreneurship at the Asper School of Business, University of Manitoba, Canada. His research interests include entrepreneurship, international business strategy and sustainable/economic development. Nathan's professional experience includes working in the investment banking industry, owning and managing two franchises, and running his own business development consulting company. Rhiannon MacDonnell (rmacdonn@ucalgary.ca) is currently completing her PhD in Management at the Haskayne School of Business at the University of Calgary. Rhiannon's recent research endeavours include a large study on Virtual Teams, as well as research seeking to create a personality-based selection measure for teleworkers in collaboration with Laura Hambley and others. Theresa J.B. Kline (Babbitt@ucalgary.ca) is a professor in the Department of Psychology at the University of Calgary. She has an active research programme in the area of team performance and her other research interests include psychometrics, organisational effectiveness, and work attitudes. She has an active organisational consulting practice with projects ranging from individual and organizational assessment to strategic alignment. New Technology, Work and Employment 24:2