Flexible Work and The Effect of Informal Communication on Idea Generation and Innovation

Abstract

Employees using flexible work arrangements (FWAs), or "work options that permit flexibility in terms of 'where' work is completed [e.g., flexplace, telework] and/or 'when' work is completed [e.g., flextime, schedule flexibility]" (Allen et al., 2013, p. 345) now comprise a larger share of the workforce than ever before. In the wake of this growth-and the implications that it poses for employee coordination-questions have begun to surface about the potential negative impact of employee flexibility on innovation. Nowhere is this more apparent than in organizations with high concentrations of high-tech, knowledge-based workers. A 2013 Yahoo! internal memo to employees, released by then-CEO Marissa Mayer as she shuttered the organization's telework program, illustrates this tension: "To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-byside. That is why it is critical that we are all present in our offices. Some of the best decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings. Speed and quality are often sacrificed when we work from home." (Swisher, 2013) Although considerable research has been conducted on the outcomes associated with FWAs for individuals, surprisingly little is known about outcomes for teams. Using data collected from teams in a U.S.-based Fortune 500 company, I develop and test a model that examines whether informal "water cooler" communication is an important predictor of idea generation and innovation and, furthermore, whether teams in which members work more flexibly are at a greater risk of losing out on these types of interactions.

Perceived Stress, Work-Related Burnout, and Working From Home Before and During COVID-19: An Examination of Workers in the United States

“…Research has supported some of those benefits including reduced commute; increased productivity and motivation; reduced stress from co-workers; allowing for more flexibility to manage family care responsibilities; and other potential improvements in work-life satisfaction (Bell, 2012; Chiru, 2017; Degbey & Einola, 2020; McAlpine, 2018). Organizations also benefit from workers who choose remote work through reduced overhead costs; retaining talented workers; and accessing workers who may live too far to commute (Bell, 2012; Chiru, 2017; Degbey & Einola, 2020; McAlpine, 2018). Despite the benefits to individuals and organizations, challenges with remote work are also documented and research has noted: a reduction in the quality of communication among employees and management; difficulties in managing remote workers; reduction in creative idea generation among team members; and negative impacts on the long-term relationship of the employee to the organization (Bell, 2012; Chiru, 2017; Degbey & Einola, 2020; McAlpine, 2018).…”

“…Organizations also benefit from workers who choose remote work through reduced overhead costs; retaining talented workers; and accessing workers who may live too far to commute (Bell, 2012; Chiru, 2017; Degbey & Einola, 2020; McAlpine, 2018). Despite the benefits to individuals and organizations, challenges with remote work are also documented and research has noted: a reduction in the quality of communication among employees and management; difficulties in managing remote workers; reduction in creative idea generation among team members; and negative impacts on the long-term relationship of the employee to the organization (Bell, 2012; Chiru, 2017; Degbey & Einola, 2020; McAlpine, 2018).…”

“I’m not Working from Home, I’m Living at Work”: Perceived Stress and Work-Related Burnout before and during COVID-19

“…Remote working, working from home, and flexible working arrangements have become increasingly more common and sought after over the past 40 years (Chiru, 2017;McAlpine, 2018). The concept of "telecommuting" took hold in the 1970s and 1980s with increased access to personal computers and home networking and expanded over the next 40 years as home computers, internet connectivity, smartphones, and a multitude of internet-based platforms that allow for team collaboration through document sharing and video conferencing have become ubiquitous (Chiru, 2017;Gray & Suri, 2019).…”

“…Some benefits include: reduced commute; increased productivity and motivation; less stress from co-workers; allowing for more flexibility to manage family care responsibilities; reduced overhead costs; retaining talented workers; and accessing workers who live too far to commute. Some challenges include: reduction in the quality of communication among employees and management; difficulties in managing remote workers; reduction in creative idea generation among team members; and the longterm relationship of the employee to the organization (Bell, 2012;Chiru, 2017;Degbey & Einola, 2019;McAlpine, 2018).…”

The Moderated-Mediatıon Role Of Work-Life Balance And Psychological Safety In The Effect Of Remote Working On Job Insecurity

“…"Uzaktan çalışma" kavramı kişisel bilgisayarlar ve internet altyapısının genişlemesiyle birlikte 1970'li ve 1990'li yıllarda yaygınlaşarak son kırk yılda ev alanımıza yayılım sergiledi (Hayes ve diğerleri, 2020, s.6). Organizasyonların da insan kaynakları düzenlemelerinin içerisinde esnek çalışma uygulamalarını iş gücü piyasasındaki çekiciliği artırma, kaliteli personeli işe alabilme ve elde tutmalarına, çalışan bağlılığını artırma, giderleri azaltma, yaşam kalitesini artırma, zaman avantajı gibi hem çalışan hem de örgüt bazlı avantajlar sağlarken (Croucher ve Kelliher, 2005, ss.1-15;Bell, 2012, ss.4-6;Chiru, 2017, ss.222-229); diğer taraftan çalışanlar ile yönetici arasında iletişim kalitesinin düşmesi, uzaktan çalışmayı yönetmede yaşanan zorluklar, takım içerisinde yaratıcı fikir üretiminde azalma ve organizasyon ile uzun vadeli ilişkilerin sekteye uğraması gibi negatif sonuçları da bulunmaktadır (Chiru, 2017, s.224;McAlpine, 2018). Uzaktan çalışan sayısındaki artışa ilişkin tahminler, 2012 yılına kadar dünya çapında 1,2 trilyon uzaktan çalışan olacağını öngörürken (Twentyman, 2010), Nilles (2007) ise Ekonomik İş birliği ve Kalkınma Teşkilatı (OECD) ülkeleri genelinde 144 milyon uzaktan çalışan olacağını öngörmektedir (Grant ve diğerleri, 2013, s.528).…”