Examining the Effect of Experience on Managers’ Attitudes Towards Telework During COVID

Knoesen, Henri; Seymour, Lisa F.

doi:10.1007/978-3-030-79454-5_4

Cited by 5 publications

(2 citation statements)

References 13 publications

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“…Organizational goal clarity critically influences of interpersonal collaboration in telework (Lee et al, 2023). Knoesen and Seymour (2020) find that managers' attitudes towards telework improve after experiencing the practice, making them more likely to support this working arrangement in the organization as it can make the organization more resilient to business interruptions. Fana et al (2020) highlight the managers' need for direct control, which is not feasible outside the firm's premises, and tends to mutate into new forms of remote control, which can be equally pervasive.…”

Section: Literature Reviewmentioning

confidence: 99%

Telework and new work practices: The role of managers

Lladós-Masllorens,

Meseguer-Artola,

Rimbau-Gilabert

et al. 2024

Hum. Resour. Manag. Serv.

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Since the onset of the COVID-19 pandemic, academic research has primarily focused on the challenges posed by flexible working arrangements. However, there has been a lack of exploration into managers’ intentions to either promote or reject remote work. This paper utilizes a TAM analysis to examine managers’ attitudes and motivations towards implementing telework in a sample of European companies. Our findings reveal that this intention is largely influenced by their perception of its usefulness. Additionally, telework is more likely to be accepted when managerial teams believe that those who hold significance to them also support the implementation of flexible work practices in their companies. Our research contributes to the existing literature by considering the impact of job performance, quality of output, and digital skills on telework adoption. The results confirm that skills related to communication and team building are crucial competencies for successfully implementing telework. The ability of leaders to effectively build, motivate, recognize, and hold accountable teams in virtual environments can make all the difference.

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Section: Literature Reviewmentioning

confidence: 99%

Telework and new work practices: The role of managers

Lladós-Masllorens,

Meseguer-Artola,

Rimbau-Gilabert

et al. 2024

Hum. Resour. Manag. Serv.

View full text Add to dashboard Cite

show abstract

“…Upper Echelon Theory ( Hambrick and Mason, 1984 ) contends that individual top managers can significantly shape strategic corporate decisions, including those pertaining to technology adoption and utilization. The risk appetite of top managers, their strategies for navigating crises, and their openness for new digital technologies can influence technology adoption decisions ( Knoesen and Seymour, 2020 ). Likewise, human capital theories (e.g., Marcati et al, 2008 ) and resource-based perspectives (e.g., Gómez and Vargas, 2012 ) suggest that the top management skill endowments can serve as intangible resources that complement new technologies, thus influencing their feasibility and economic value (e.g., Gómez and Vargas, 2012 ).…”

Section: Introductionmentioning

confidence: 99%