‘Fit’ for telework’? Cross-cultural variance and task-control explanations in organizations’ formal telework practices

Abstract

This study investigates how nation-level cultural values ('individualism' and 'collectivism') and intra-organizational task control mechanisms influence the level of organizations' use of formal telework practices. Employing a multi-level analysis on survey data (2009/10), including 1577 organizations within 18 nations, we found that 'high use of formal telework practices in organizations' was more likely when:(1) organizations operated in nations characterized by strong national values; and when they employed (2) 'hard' indirect controls (i.e. individual performance-related pay and 360º performance-evaluations). High telework use was less likely when organizations employed direct controls (i.e. higher proportions of managers) and 'soft' indirect controls (i.e. higher proportions of professionals). 'Low use of formal telework practices' was more likely when organizations employed 'soft' indirect controls. Our findings suggest that national cultural values can function as 'soft' indirect controls to mitigate the 'telework risk' of high levels of telework practices. Internal 'soft' task controls only sufficed for managing low levels of telework practices. We discuss the smart and dark sides of telework and how these relate to the management of telework practice. Implications for future telework research and practices are discussed.

A framework for comparative institutional research on HRM

“…A national cultural (informal institutional) influence has been found on investment in training (Peretz & Rosenblatt, 2011), on performance appraisal (Peretz & Fried, 2012) and on diversity programmes (Peretz, Levi, & Fried, 2015). Peters, Ligthart, Bardoel, and Poutsma (2016) show that nation-level cultural values influence the level of organisations' use of formal telework practices. Note, though, that while Cranet research takes into account national context, equally it warns against crude over-simplifications of what will be observed at the firm-level (Walker et al, 2014).…”

Taking the Leadership Role: Understanding Leadership Across Team and Organizational Boundaries in View of the Changing Employment Relationship

“…By acting on distrust, employment relationships used to be managed through institutionalized hierarchical governance structures which allowed for managerial control and coordination (Peters et al, ). In the new and changing work context, formal leaders experience a loss of direct control possibilities, which have been replaced by indirect soft and hard control mechanisms institutionalized in new HRM practices (Peters et al, ). The management of the employment relationship is delegated to individual employees and teams by using peer and self‐control.…”

“…The traditional employment relationship, often accompanied by direct control, motivation through reward, and trust based on long‐term interpersonal relationships, is no longer appropriate (Peters, Den Dulk, & de Ruijter, ). Old employment models are gradually being replaced by more indirect control mechanisms, institutionalized in human resource management (HRM) practices, autonomous motivation, and “swift trust” (Costa, Fulmer, & Anderson, ; Peters, Ligthart, Bardoel, & Poutsma, ). In this regard, leadership is a challenge.…”

Las habilidades del teletrabajador para la competitividad

“…El uso continuo de internet implica que hoy en día no se requiera la presencia física de los trabajadores, puesto que las actividades se pueden realizar desde cualquier sitio (Boell, Campbell, Cecez, & Cheng, 2013) siempre y cuando se cumpla con los requerimientos técnicos que requieren las empresas para desempeñar sus funciones de manera eficiente (Peters, Ligthart, Bardoel, & Poutsma, 2016). Precisamente, a través de plataformas virtuales se facilita el intercambio de información, lo que representa un escenario propicio para la comunicación de la empresa con los altos ejecutivos y con los trabajadores (Anderson, Kaplan, & Vega, 2014).…”