Factors contributing to virtual work adjustment

By Sumita Raghuram, R. Garud, Batia Mishan Wiesenfeld, Vipin Gupta. 2001

234 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/455f71e215a2eac9aa18477577f4f717a2e530e2

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes (2011, background): “With increased communication and coordination challenges in the exchange relationships (Raghuram et al., 2001), and the teleworking or virtual manager’s isolation from the office and its daily routines (Cooper and Kurland, 2002; Golden et al.”
Learning behaviours in the workplace: The role of high-quality interpersonal relationships and psychological safety (2009, background): “…a relational take on organizational learning is important and timely because work is becoming more interdependent (Thompson, 1967; Wageman, 1995; Kellogg et al., 2006), as well as more complex ((e.g. work settings are becomingmore virtual (see Raghuram et al., 2001; Wiesenfeld et al., 2001)).”
Human Capital Reporting in a Developing Nation (2004, background): “This stream of IC literature has also begun to explore the influence reporting employment relationships of HC has on the managements’ decision making (Handy, 1995; Kasper-Fuehrer and Ashkanasy, 2001; Raghuram et al., 2001).”
The centrality of communication norm alignment, role clarity, and trust in global project teams (2016, methodology): “The four-item interpersonal trust scale, developed by Raghuram et al. (2001), applied a 7-point scale of (1) strongly disagree to (7) strongly agree.”
The role of relationships in understanding telecommuter satisfaction (2006, background): “By extending prior research in this way, this study helps to shed insight into how virtual tasking relationships might best be managed so as to maximize important work outcomes, and in doing so addresses an important theoretical and empirical need within the literature (Bailey & Kurland, 2002; Raghu”
The good, the bad, and the unknown about telecommuting: meta-analysis of psychological mediators and individual consequences. (2007, methodology): “…moderators: voluntariness of the telecommuting arrangement, task interdependence, job type of the telecommuter (cf. Feldman & Gainey, 1997), technology employed while telecommuting, gender (cf. McCloskey, Igbaria, & Parasuraman, 1998), and experience with telecommuting (cf. Raghuram et al., 2001).”
Vicious and Virtuous Circles in the Management of Knowledge: The Case of Infosys Technologies (2005, background): “Such a response is possible to the extent that unproductive conflict is minimized by carefully shaping interdependencies among group members with different epistemologies (Raghuram et al. 2001).”