Telework: a challenge to knowledge transfer in organizations

Taskin, Laurent; Bridoux, Flore

doi:10.1080/09585192.2010.516600

Cited by 110 publications

(97 citation statements)

References 91 publications

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“…Our findings question some literature's identification of frequency of teleworking as a significant variable. Contra Golden (2007) and Taskin and Bridoux (2010), we find that controls over the frequency of teleworking are less problematic for co-workers than the extent to which the practice's incidence is 'regularised': that is reasons for, and patterns of, teleworking are transparent to office-based colleagues, and conventions about availability and contactability are clear. The more ad hoc and haphazard the occurrence of flexible working, the greater the likelihood of inflexibility for the work schedules of co-workers and the business as a whole.…”

Section: Discussionmentioning

confidence: 76%

“…However, the deleterious consequences for co‐workers of teleworking are moderated by the greater the degree of job autonomy experienced as well as by greater teleworker presence (Golden, 2007: 1659–1661), the fewer the hours teleworked (cf. Taskin and Bridoux, 2010: 2513) and the greater the opportunity for face‐to‐face interactions.…”

Section: Dilemmas In Managing Remote Workingmentioning

confidence: 99%

“…A third dilemma, particularly central to this paper, concerns the degree to which teleworking practices should be formalised within an organisation through specific rules and procedures such as a regulated scheme. Formalisation is more likely to be associated with strategic change in working methods; it has been argued that formalisation indicates organisational support for the process of teleworking (Harris, 2003) and the outcomes from it, and an increased likelihood that organisational members will perceive teleworking as being socially legitimate (Taskin and Bridoux, 2010: 2512–2513). However, if flexible working represents part of a trend away from bureaucracy, one might also expect formalisation to be relatively unlikely.…”

Section: Dilemmas In Managing Remote Workingmentioning

confidence: 99%

See 2 more Smart Citations

The half-empty office: dilemmas in managing locational flexibility

Fogarty¹,

Scott

Williams

2011

New Technology, Work and Employment

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Section: Discussionmentioning

confidence: 76%

Section: Dilemmas In Managing Remote Workingmentioning

confidence: 99%

Section: Dilemmas In Managing Remote Workingmentioning

confidence: 99%

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The half-empty office: dilemmas in managing locational flexibility

Fogarty¹,

Scott

Williams

2011

New Technology, Work and Employment

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“…Research has suggested that constructive feedback is given to teleworkers by means of information and communication technology and, as a result, does not have the same richness as feedback given in conventional work settings, leading to misinterpretations (Gajendran and Harrison ; Taskin and Bridoux ). While this research did not examine whether or not performance feedback was given remotely or in‐person to teleworkers, it does suggest that it was just as constructive in non‐traditional work arrangements as it was in traditional ones.…”

Section: Discussionmentioning

confidence: 99%

Does teleworking affect managing for results and constructive feedback? A research note

Caillier

2013

Can Public Adm

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Teleworking has been extensively examined, but little is known about the relationship between teleworking and management for results and between teleworking and constructive feedback. Using data on the Internal Revenue Service from the 2011 Federal Employee Viewpoint Survey, this research note addresses the following questions. Are teleworkers more or less likely than non-teleworkers to perceive they are held accountable for achieving results? Are teleworkers more or less likely than non-teleworkers to perceive they are provided with constructive feedback? The findings reveal that teleworkers and non-teleworkers generally reported similar levels of management for results and constructive feedback. Explanations and implications of these results are discussed, as well as avenues for further research.Sommaire : Le télétravail a fait l'objet d'examens poussés, mais on sait très peu de choses sur les relations qui existent entre le télétravail et la gestion fondée sur les résultats et entre le télétravail et la rétroaction positive. En s'appuyant sur les données de l'agence fédérale des États-Unis -the Internal Revenue Service -tirées du 2011 Federal Viewpoint Survey (sondage de 2011 sur le point de vue des employés du gouvernement fédéral), cette note de recherche porte sur les questions suivantes : les télétravailleurs sont-ils plus ou sont-ils moins susceptibles que les non télétravailleurs de percevoir qu'ils sont tenus responsables d'obtenir des résultats? Les télétravailleurs sont-ils plus ou sont-ils moins susceptibles que les non télétravailleurs de percevoir qu'on leur fournit de la rétroaction positive. Les conclusions révèlent que les télétravailleurs et les non télétravailleurs enregistraient des niveaux généralement similaires en matière de gestion fondée sur les résultats et de rétroaction positive. Les explications et les implications de ces résultats sont abordées, de même que les possibilités de recherche plus poussée.Telework is "a work flexibility arrangement under which an employee performs the duties and responsibilities of such employee's position, and other authorized activities, from an approved worksite other than the location from which the employee would otherwise work" (U.S. Telework Enhancement Act of 2010, Sec. 6501(3)).

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“…Cross-cultural variance and task-control explanations in organizations' formal telework practices Introduction Teleworking is a technology-enabled mode of working that can be defined as performing work activities remotely from the location where the results are delivered through the use of information and communication technologies (ICT) (Taskin & Bridoux, 2010). Telework practices comprise multiple dimensions (cf.…”

mentioning

confidence: 99%

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

Peters

Ligthart

Bardoel

et al. 2016

The International Journal of Human Resource Management

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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.

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Telework: a challenge to knowledge transfer in organizations

Cited by 110 publications

References 91 publications

The half-empty office: dilemmas in managing locational flexibility

The half-empty office: dilemmas in managing locational flexibility

Does teleworking affect managing for results and constructive feedback? A research note

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

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