Telecommuting, Control, and Boundary Management: Correlates of Policy Use and Practice, Job Control, and Work-Family Effectiveness.

By E. Kossek, Brenda A. Lautsch, S. Eaton. 2006

981 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/001e2e4a0a5e359db32b8054c518b5a2326b8149

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Achieving Effective Remote Working During the COVID‐19 Pandemic: A Work Design Perspective (2020, methodology): “Previous studies have shown that age, gender, caring responsibility, and remote working experience can influence remote workers’ productivity and well-being (e.g., Gajendran & Harrison, 2007; Kossek et al., 2006; Martin & MacDonnell, 2012).”
Technology-assisted supplemental work and work-to-family conflict: The role of instrumentality beliefs, organizational expectations and time management (2010, background): “setting goals and priorities) may constitute a boundary management strategy designed to reduce TASW’s impact on work to family conflict by segmenting work behavior from family behavior (Edwards and Rothbard, 2000; Kossek et al., 2006).”
How much do you value your family and does it matter? The joint effects of family identity salience, family-interference-with-work, and gender (2008, background): “We also included job categories as a control variable because it may have implications for one’s work demands (Kossek et al., 2006).”
The relationship of schedule flexibility and outcomes via the work‐family interface (2010, background): “Furthermore, research has demonstrated that availability and use of flexibility is associated with higher commitment, job satisfaction, enhanced group dynamics, higher performance, higher organizational citizenship behaviors, and lower intent to turnover (Allen, 2001; Eaton, 2003; Jones et al., 2008”
Motives for flexible work arrangement use (2012, background): “Preference for segmentation and integration exist along a continuum, with most people falling somewhere in between the two extremes (Ashforth et al, 2000; Kossek et al., 2006).”
Why Teleworkers are More Satisfied with Their Jobs than are Office-Based Workers: When Less Contact is Beneficial (2010, background): “Marital status, parental status, and gender may influence work family conflict (Kossek et al., 2006).”
Moderators of the curvilinear relation between extent of telecommuting and job and life satisfaction: The role of performance outcome orientation and worker type (2010, background): “This requires the use of boundary management strategies by individuals (Kossek et al., 2006), namely the tendency to either want to separate home and work–life or to integrate those domains.”
Achieving employee wellbeing in a changing work environment An expert commentary on current scholarship (2012, background): “These intermediate indicators are job control, the degree to which one feels in control over when and where and how one works (Karasek, 1979; Kossek et al., 2006); workplace social support, the extent that one feels co-workers and supervisors provide social support (Kossek et al.”