There's no place like home: Managing telecommuting paradoxes

Does One Size Fit All? Examining the Differential Effects of IS Security Countermeasures

“…Other forms of virtual work include mobile or remote working arrangements. While organizations cite increased productivity and cost reductions as benefits of virtual work programs (Potter, 2003), a potential drawback is that virtual workers may experience social isolation since they are often separated, both temporally and spatially, from other organizational members (Pearlson and Saunders, 2001). Studies have reported that virtual workers felt excluded from decision making and less visible in their organizations (Mann et al, 2000;Watad and DiSanzo, 2000).…”

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

“…Thus de Leeuw and Volberda (1996) and Pearlson and Saunders (2001) point to a 'flexibility paradox' whereby for teleworkers to have the flexibility to work offsite and to have some level of autonomy in temporal and spatial terms, then the firm must have procedures in place to ensure that the organisation continues to work effectively. So any decision to move towards more flexible working requires structured approaches to business processes.…”

2 Old Assumptions, New Work

“…Although this question has been written about from the managerial perspective-how organizations can "make the most" of employing nonstandard workers (e.g., Cascio, 2000;Kurland & Bailey, 2002;Pearlson & Saunders, 2001;von Hippel, Greenberger, Heneman, & Skoglind, 1997), few studies have examined how individuals can make the experience of nonstandard work more positive. If more and more individuals are going to be working in this manner and if this is to be the organizational experience for greater numbers of employees, then these questions become highly relevant.…”

“…Finally, organizations often attempt to exercise greater control of nonstandard workers by restricting their hours and duration of employment (Baruch, 2001;Broschak & Davis-Blake, 2006) and by giving them specific instructions on what they are to do and how, with little ability to negotiate demands (Ang & Slaughter, 2001). In the case of telecommuters, organizations tend to place great emphasis on scheduled meetings, reviews, and other means of monitoring (Pearlson & Saunders, 2001).…”