The good, the bad, and the unknown about telecommuting: meta-analysis of psychological mediators and individual consequences.

By Ravi S. Gajendran, David A. Harrison. Journal of Applied Psychology, 2007

2,256 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/5fbb4f3c20907d21926252bce0a7c67ef34c12d4

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Citations in the corpus

Why Teleworkers are More Satisfied with Their Jobs than are Office-Based Workers: When Less Contact is Beneficial (2010, methodology): “Gajendran and Harrison (2007) suggested that telework would impair relationships with coworkers and supervisors, but their tests did not support this claim.”
The impact of telework on emotional experience: When, and for whom, does telework improve daily affective well-being? (2015, background): “Studies have shown that teleworkers report higher levels of productivity compared to employees who work in the office (e.g., Gajendran & Harrision, 2007; Hill, Ferris, & Martinson, 2003; Hill, Miller, Weiner, & Colihan, 1998), and fulfilling the psychological need of competence (Deci & Ryan, 1991)…”
New Ways of Working: Impact on Working Conditions, Work–Family Balance, and Well-Being (2014, background): “, working from home) also allows employees to schedule work optimally to minimize work-family interference (Gajendran and Harrison 2007).”
How Does the Digital Transformation Affect Organizations? Key Themes of Change in Work Design and Leadership (2018, background): “Likewise, several outcomes of teleworking, such as employees’ job satisfaction and performance (Golden & Veiga, 2005; Gajendran & Harrison, 2007), have been assessed.”
Performance, incentives, and needs for autonomy, competence, and relatedness: a meta-analysis (2016, background): “Organizations reap these benefits in many ways: the higher autonomy telework provides is associated with higher performance (Gajendran and Harrison 2007), as well as improved productivity, retention, and commitment (Martin and MacDonnell 2012).”
The impact of professional isolation on teleworker job performance and turnover intentions: does time spent teleworking, interacting face-to-face, or having access to communication-enhancing technology matter? (2008, background): “Although some have suggested that teleworking affords the opportunity for individuals to be more productive (Bailey & Kurland, 2002; Gejendran & Harrison, 2007), our findings offer a caveat— such benefits may not accrue to those who feel professionally isolated.”
Flexible Work Arrangements Availability and their Relationship with Work‐to‐Family Conflict, Job Satisfaction, and Turnover Intentions: A Comparison of Three Country Clusters (2012, background): “If FWAs have the potential to harm relationships at work (Gajendran & Harrison, 2007), then they may not be viewed as desirable by managers in collectivistic societies.”
Systematically reviewing remote e-workers’ well-being at work: a multidimensional approach (2018, background): “Alternatively, Gajendran and Harrison (2007) meta-analytic findings contradicted their expectations, indicating a positive association between the employee-supervisor relationship and remote e-working.”
A review and agenda for examining how technology-driven changes at work will impact workplace mental health and employee well-being (2020, background): “…number of organisations are placing employees in flexible work arrangements (Shin et al., 2000), the effects of this type of work arrangement are difficult to research as individuals adopting (or being offered) flexible opportunities are likely to self-select (Gajendran and Harrison, 2007).”
Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case (2011, positive): “Finally, several mediators or indirect links with performance (e.g. via job control or autonomy) as well as moderators (e.g. experience of using a FWA) emerged from different studies (e.g. Bailey and Kurland 2002; Gajendran and Harrison 2007; Kelly and Moen 2007; Kelliher and Anderson 2008).”
Leading through paradox in a COVID‐19 world: Human resources comes of age (2021, background): “Teleworking has, for example, been shown to have small and positive impacts on perceived autonomy and work–life balance among employees at levels below 2.5 days/week, but can harm coworker relationships beyond that (Gajendran & Harrison, 2007).”
Communication and Teleworking: A Study of Communication Channel Satisfaction, Personality, and Job Satisfaction for Teleworking Employees (2018, result): “In contrast to previous work highlighting the curvilinear or negative relationship present between teleworking and job satisfaction, a meta-analysis suggested a positive relationship between teleworking and job satisfaction (Gajendran & Harrison, 2007).”