Learning to Telework: Self-reflection and Learning in the Process of Introducing Telework in an Organisation

Limburg, Diana

doi:10.1007/978-3-642-57346-0_10

Cited by 2 publications

(2 citation statements)

References 9 publications

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“…Yet, to our knowledge, only one paper has explored how teleworkers learn. Limburg (2003) draws from the lens of learning to offer a prototype to guide firms implementing telework. He suggests firms (1) identify aspects of the organization and work involved in a change to telework (i.e.…”

Section: Introductionmentioning

confidence: 99%

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Crafting telework: a process model of need satisfaction to foster telework outcomes

Biron

Casper

Raghuram

2022

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PurposeThe purpose of this study is to offer a model explicating telework as a dynamic process, theorizing that teleworkers continuously adjust – their identities, boundaries and relationships – to meet their own needs for competence, autonomy and relatedness in their work and nonwork roles.Design/methodology/approachThis study uses the lens of job crafting to posit changes teleworkers make to enhance work-nonwork balance and job performance, including time-related individual differences to account for contingencies in dynamic adjustments. Finally, this study discusses how feedback from work and nonwork role partners and one’s self-evaluation results in an iterative process of learning to telework over time.FindingsThis model describes how teleworkers craft work and nonwork roles to satisfy needs, enhancing key outcomes and eliciting role partner feedback to further recraft telework.Research limitations/implicationsThe propositions can be translated to hypotheses. As such the dynamic model for crafting telework can be used as a basis for empirical studies aimed at understanding how telework adjustment process unfolds.Practical implicationsIntervention studies could focus on teleworkers’ job crafting behavior. Organizations may also offer training to prepare employees to telework and to create conditions under which teleworkers’ job crafting behavior more easily translates into need satisfaction and positive outcomes.Social implicationsMany employees would prefer to work from home, at least partly, when the COVID-19 crisis is over. This model offers a way to facilitate a smooth transition into this work mode while ensuring work nonwork balance and performance.Originality/valueMost telework research takes a static approach to focus on the work–family interface. This study proffers a dynamic approach suggesting need satisfaction as the mechanism enabling one to combine work and domestic roles and delineating how feedback enables continuous adjustment in professional and personal roles.

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Section: Introductionmentioning

confidence: 99%

“…current routines, procedures and communication technology) and (2) provide managers, employees and project teams with clear objectives and guidelines for teleworking. While Limburg (2003) offers good suggestions, there is clearly a need to advance theory that can stimulate research on learning to telework over time.…”

Section: Introductionmentioning

confidence: 99%

Crafting telework: a process model of need satisfaction to foster telework outcomes

Biron

Casper

Raghuram

2022

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Pandemic-Induced Telework Challenges and Strategies

2023

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Prior to the COVID-19 pandemic, telework was an established discretionary practice with a considerable amount of research. However, the COVID-19 pandemic forced people who had never worked from home before to do so. Our two-wave descriptive investigation provides a historical snapshot of what approximately 400 teleworkers experienced in the first two to three months of the pandemic. We explored how this experience differed for those who had previously teleworked, those who had children in their home, and those who had supervisory responsibilities. The data exposed telework challenges and pandemic-specific challenges. The results support job crafting theories that teleworkers proactively implement strategies to adjust their boundaries and relationships to meet their need (Biron et al., Personnel Review , 2022 ). The data also revealed that employees were still struggling two months later, despite implementing strategies like self-care, taking breaks, and psychological reframing. This research provides detailed evidence of how pandemic-induced telework is not the same as traditional telework and some initial evidence of the pandemic-induced telework adjustment time period. Supplementary Information The online version contains supplementary material available at 10.1007/s41542-023-00151-1.

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Learning to Telework: Self-reflection and Learning in the Process of Introducing Telework in an Organisation

Cited by 2 publications

References 9 publications

Crafting telework: a process model of need satisfaction to foster telework outcomes

Crafting telework: a process model of need satisfaction to foster telework outcomes

Pandemic-Induced Telework Challenges and Strategies

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