Teleworking practice in small and medium-sized firms: management style and worker autonomy

Clear, Fintan; Dickson, Keith

doi:10.1111/j.1468-005x.2005.00155.x

Cited by 85 publications

(69 citation statements)

References 20 publications

(25 reference statements)

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“…According to the chairperson of AMSP, Karel Havlicek, the current business requires the following essential prerequisites for success: women's artfulness, resilience, the ability to concentrate on the result and not on the victory, and having a clear mind to focus on work. Besides, being self-employed enables to take advantage of telework (Clear & Dickson, 2005). It can be attractive especially for women who want to fulfil their multiple role of wife, mother, employee, housewife and others.…”

Section: Resultsmentioning

confidence: 99%

“…A business size at start-up is an important variable included in a number of empirical studies (Cowling et al, 2015). According to Clear and Dickson (2005), there are some task elements that must be taken into account when considering the autonomy: the method of working, pace of work, procedures, scheduling, work criteria, work goals, workplace, work evaluation, working hours, kind of work and amount of work. The authors state that differing levels of employees´ autonomy are reflected in the level of trust of employers.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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The Role of Entrepreneur´s Gender, Age and Firm´s Age in Autonomy. The Case Study from the Czech Republic

Kozubíková¹,

Vojtovič²,

Rahman³

et al. 2016

Economics &Amp; Sociology

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ABSTRACT. The aim of this article is to explore the question of autonomy as an element of entrepreneurial orientation (EO) in the segment of small and mediumsized enterprises (SMEs) in the Czech Republic. In relation to the independence of the researched companies, we have investigated whether the evaluation of an independent position of the companies differs according to three criteria: gender, age of the entrepreneur, and time of the company spent in the market. The researched entrepreneurs were divided into men and women, entrepreneurs "younger" (under the age of 45) and "older" (45+), and into "beginners and advanced" (1-10 years in business) and "experienced" (more than 10 years in business). The results showed that 46 % of the respondents perceive their companies as independent, 65% of them have reasonably autonomous staff in their companies, and 71% support the initiative of their employees in business opportunities. In relation to the criteria examined, we have found out that gender does not play the differencing role in autonomy between men and women. However, entrepreneur´s age and firm´s age do so. 68% of "experienced" companies are statistically more aware of the fact that staff in their company is reasonably autonomous in comparison with the "novice and advanced" companies. Furthermore, "younger" entrepreneurs support the initiative of their employees more (64%) than "older" entrepreneurs.

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Section: Resultsmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

The Role of Entrepreneur´s Gender, Age and Firm´s Age in Autonomy. The Case Study from the Czech Republic

Kozubíková¹,

Vojtovič²,

Rahman³

et al. 2016

Economics &Amp; Sociology

View full text Add to dashboard Cite

show abstract

“…Similarly, Haddon and Brynin (2005) show that managers and professionals predominate among European teleworkers. It is thought that professionals, managers, and/or knowledge workers tend to have autonomy and control over their work and work environment, and thus are relatively likely to opt to telework (Clear and Dickson, 2005;Taskin and Edwards 2007;Tremblay and Najem, 2010). By extension, we presume that more educated workers would tend to have positive telework experiences, while lower-wage workers would tend to have the opposite experience.…”

Section: Independent and Control Variablesmentioning

confidence: 99%

“…Finally, according to Clear and Dickson (2005), teleworking exists in firms of any size or industry sector, although Mayo et al (2009) found that teleworking was more prevalent in smaller organizations. We expect that telework will be more prevalent in the service sector, since many studies (e.g.…”

Section: Independent and Control Variablesmentioning

confidence: 99%

Dialing it in: A Missed Opportunity Regarding the Strategic Use of Telework?

Cooke

Chowhan

Cooper

2014

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The purpose of this paper is to examine the degree of alignment of organizational strategies with two types of telework using Statistics Canada’s 2005 Workplace and Employee Survey data. In this paper, we intentionally use the most inclusive definition of telework, because we are interested in all cases where an employee works from home at least some of the time. We consider telework to be ‘employee-oriented’ when an employee works at home to address his and her family-related or personal wants or needs, and ‘employer-oriented’ when an employee works at home due to the employer’s strategic or operational objectives. The three organizational strategies that we considered were innovation, involvement, and cost-containment. We found that employers focusing on innovation were significantly more likely than other employers to use both types of telework, with greater emphasis on employee-oriented telework, whereas employers using an involvement strategy were less likely to use either type of telework, albeit at only a weak level of significance. Moreover, we did not find a statistical relationship between the cost containment strategy and either type of telework. We hypothesized that employee-oriented telework would be more common among workers in workplaces focusing on innovation or involvement, but less common among workers in workplaces focusing on cost containment. We hypothesized the reverse situation for the incidence of employer-oriented telework. On the whole, the results suggested that employers are not universally aligning the implementation of the two types of telework with their organizational strategies. Rather, either telework is not commonly used as a strategic tool or, alternatively, the strategic implementation of these two types of telework is more contingent upon other organizational or employee factors in specific circumstances.Dans cet article nous proposons d’examiner le degré d’alignement des stratégies organisationnelles selon deux types de télétravail, et ce, à partir des données de l’Enquête sur le milieu de travail et les employés de 2005 de Statistiques Canada. Nous adoptons intentionnellement la définition la plus inclusive du télétravail qui soit parce que nous nous intéressons à toutes les situations où un employé travaille à partir de son domicile et ce, pour au moins une partie de son temps de travail. Nous considérons que le télétravail est « orienté vers l’employé » lorsqu’un employé travaille à domicile pour répondre à ses souhaits ou à ses besoins pour des raisons familiales ou personnelles, et est « orienté vers l’employeur », lorsqu’un employé travaille à domicile pour répondre à un objectif stratégique et opérationnel de son employeur. Les trois stratégies organisationnelles que nous avons retenues sont l’innovation, l’implication et le contrôle des coûts.Nos ...

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“…Some management studies in SMEs have pointed out the role of social relations in influencing day-to-day work practices (Clear and Dickson, 2005;Dundon and Wilkinson, 2003). Similar to the contact-centre literature, this strand of research is predominantly Anglo-Saxon driven and has largely exemplified the patriarchal and autocratic SME (Holiday, 1995;Rainnie, 1989;Saini and Budhwar, 2008).…”

Section: Introductionmentioning

confidence: 99%

Control and social relations in a small contact-centre

Koskina

2012

IJWI

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This qualitative study explores the managerial control mechanisms used in a small Greek contact-centre parallel to the role of social relations in obscuring or promoting employee consensus. The research findings are inconsistent in many respects with findings from previous studies on call and contact centres, especially those originating from liberal market economies (LMEs). The study shows how inter-personal conduct may create a paradox that serves both management and employee needs in a conflicting yet complementary way. In particular, it shows how management achieves social cohesion through fraternal strategies by giving CSRs responsible autonomy aiming to secure moderate employee commitment.

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Teleworking practice in small and medium-sized firms: management style and worker autonomy

Cited by 85 publications

References 20 publications

The Role of Entrepreneur´s Gender, Age and Firm´s Age in Autonomy. The Case Study from the Czech Republic

The Role of Entrepreneur´s Gender, Age and Firm´s Age in Autonomy. The Case Study from the Czech Republic

Dialing it in: A Missed Opportunity Regarding the Strategic Use of Telework?

Control and social relations in a small contact-centre

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