The Mediating Role of Trust and Social Cohesion in the Effects of New Ways of Working: A Dutch Case Study

Leede, Jan de; Kraijenbrink, Jorien

doi:10.1108/s1877-636120140000014006

Cited by 23 publications

(26 citation statements)

References 24 publications

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“…Similarly, we add to the emerging literature on the effects of NWW on employee outcomes such as work engagement (Ten Brummelhuis et al, 2012;Gerards et al, 2018), employee performance (De Leede and Kraijenbrink, 2014), work-related flow (Peters et al, 2014) and productivity and organizational commitment (De Leede and Heuver, 2017), by showing that NWW, as a bundle, are positively related to informal learning. Our findings that access to organizational knowledge and management of output directly affect respectively informal learning and informal learning from colleagues and supervisors, whereas the indirect effects that run via feedback are relatively small, suggest that the effects of these NWW facets on informal learning are largely a direct process, with only modest mediating mechanisms.…”

Section: Theoretical Contributionsmentioning

confidence: 67%

“…Specifically, we extend the literature on the antecedents of informal learning with drivers that are related to major developments in many organizations, such as time-and location-independent work, management of output, access to organizational knowledge and open workplaces. Second, we contribute to the emerging literature on the effects of NWW on employee outcomes such as work engagement (Ten Brummelhuis et al, 2012;Gerards et al, 2018), employee performance (De Leede and Kraijenbrink, 2014), workrelated flow (Peters et al, 2014) and productivity and organizational commitment (De Leede and Heuver, 2017). Third, we are the first to explicitly link the NWW context to the frequency of receiving feedback.…”

Section: Introductionmentioning

confidence: 88%

“…Several definitions of NWW exist in the literature, disentangling NWW into three to five facets, New ways of working can increase informal learning usually including at least an element of teleworking and management of output (e.g. De Leede and Kraijenbrink, 2014;Peters et al, 2014). We follow Gerards et al (2018), who disentangle NWW into five facets: (1) time-and location-independent work, (2) management of output, (3) access to organizational knowledge, (4) flexibility in working relations and (5) a freely accessible open workplace.…”

Section: Introductionmentioning

confidence: 99%

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Do new ways of working increase informal learning at work?

Gerards

Grip

Weustink

2020

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PurposeThe purpose of this paper is to provide a first investigation of how new ways of working (NWW) and their various facets relate to employee informal learning at work, while accounting for a range of known antecedents of informal learning.Design/methodology/approachThe job demand–control model and the job demands–resources model underpin our hypotheses on how NWW would relate to informal learning. The hypotheses are tested using the Preacher and Hayes (2008) bootstrap method for mediation analysis, accounting for the potential mediating effect of the frequency with which employees receive feedback.FindingsThe analyses show that NWW positively relate to informal learning at work. This relation is mediated by the frequency with which employees receive feedback. Further analysis shows that one particular NWW facet – access to organizational knowledge – is an independent driver of informal learning, hardly mediated by receiving feedback.Practical implicationsThe results suggest that managers who seek new ways to stimulate informal learning can do so by giving their employees more access to organizational knowledge, for instance, by leveraging the potential of modern ICT.Originality/valueThis empirical paper is the first study on the impact of NWW on informal learning at work. Using data on the Dutch working population, it provides novel insights for several strands of literature as well as for practitioners.

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Section: Theoretical Contributionsmentioning

confidence: 67%

Section: Introductionmentioning

confidence: 88%

Section: Introductionmentioning

confidence: 99%

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Do new ways of working increase informal learning at work?

Gerards

Grip

Weustink

2020

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“…Several authors note that the scientific literature on NWW remains limited. De Leede and Kraijenbrink (2014) disentangle NWW into three facets: flexibility, working at home, and working together at a distance, whereas Peters et al (2013) define NWW as a bundle of access to teleworking, worker autonomy, and management of output. Baane et al (2010) disentangle NWW even further into four facets: time- and location-independent work, management of output, access to organizational knowledge, and flexibility in working relations.…”

Section: Literaturementioning

confidence: 99%

“…Third, building on Kelley and Kelloway (2012), Ten Brummelhuis et al (2012), and De Leede and Kraijenbrink (2014), we take account of two potential mediators between (facets of) NWW and work engagement: social interaction in the workplace and the extent to which management is characterized by transformational leadership. Although De Leede and Kraijenbrink (2014) acknowledge that leadership needs to be taken into account when studying the effects of NWW, and some authors even incorporate it into their analyses (e.g. Peters et al , 2014, who include “supportive leadership”), we are the first to consider “transformational leadership” as a mediator between NWW and work engagement.…”

Section: Introductionmentioning

confidence: 99%

Do new ways of working increase work engagement?

2018

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Purpose The purpose of this paper is to shed more light on the impact of the various facets of new ways of working (NWW) on employee work engagement, taking into account multiple sectors and occupational fields. Design/methodology/approach Insights from the literature and the job demands-resources model underpin the hypotheses on how NWW would affect work engagement. The hypotheses were tested using the Preacher and Hayes’ (2008) bootstrap method for multiple mediation and controls, taking into account two potential mediators between (facets of) NWW and work engagement: social interaction in the workplace and transformational leadership. Findings The analyses show that three facets of NWW – management of output, access to organizational knowledge, and a freely accessible open workplace – positively affect employees’ work engagement. The latter two facets appear to be fully mediated by social interaction and transformational leadership. Practical implications The results imply that firms should foster transformational leadership styles among their line managers, and social interaction in the workplaces, to maximize the positive impact of NWW on work engagement. Originality/value This empirical paper draws on a unique data set on the Dutch working population to provide novel insights with a substantial degree of generalizability into the relation between NWW and work engagement, whilst applying a more comprehensive definition of NWW than previously applied, while incorporating two potential mediators.

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The Mediating Role of Trust and Social Cohesion in the Effects of New Ways of Working: A Dutch Case Study

Cited by 23 publications

References 24 publications

Do new ways of working increase informal learning at work?

Do new ways of working increase informal learning at work?

Do new ways of working increase work engagement?

New Ways of Working – Vertrauen und Selbstmanagement in einer digitalisierten Arbeitswelt

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