Why some firms adopt telecommuting while others do not: A contingency perspective
✍ Scribed by Margarita Mayo; Juan-Carlos Pastor; Luis Gomez-Mejia; Cristina Cruz
- Publisher
- John Wiley and Sons
- Year
- 2009
- Tongue
- English
- Weight
- 226 KB
- Volume
- 48
- Category
- Article
- ISSN
- 0090-4848
No coin nor oath required. For personal study only.
✦ Synopsis
Using a contingency perspective and data from 122 CEOs of Spanish fi rms, this paper examines what makes a fi rm likely to adopt telecommuting. We hypothesized that employer adoption of telecommuting would depend on organizational constraints (age and size of the fi rm), the international composition of the workforce, and the top executives' leadership style. In turn, we argue that fi rms adopting telecommuting would emphasize outcome-based control systems. Our empirical evidence showed that telecommuting correlated with small organizational size, a high proportion of international employees, and variable compensation. A contingent reward leadership style at the top moderated the effects of fi rm age and internationalization on the adoption of telecommuting.
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