Avoiding depletion in virtual work: Telework and the intervening impact of work exhaustion on commitment and turnover intentions

By Timothy D. Golden. 2006

277 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/b71ec03de73687e8a62cdea95e4f0c38a24ce137

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Technology and Psychological Well-being: Commuting and well-being (2009, background): “Golden (2006) did find a higher degree of teleworking to be associated with more organizational commitment and less turnover intentions, with work exhaustion partially mediating the relationship between degree of telework and organizational commitment and fully mediating the relationship between…”
Careers: Mobility, Embeddedness, and Success (2007, unknown): “They propose that organizations’ staffing policies may be arrayed along two major dimensions: openness of internal labor markets and internal cohort competition. Those organizations high on openness of internal labor market actively recruit from outside the firm to fill positions. Conversely, those ”
Coworker Relationships and Informal Communication in High-Intensity Telecommuting (2011, background): “Highintensity teleworkers’ experiences are likely to be different from those who work primarily at a central office (e.g., Golden, 2006).”
Knowledge workers: what keeps them committed; what turns them away (2007, background): “…groups of workers within organizations such as engineers (Baugh and Roberts, 1994), contract labour (Benson, 1998; Pearce, 1993), teleworkers (Golden, 2006), nurses (Iverson, 1996), psychiatric technicians (Porter et al., 1974), teachers (Somech and Bolger, 2002), and lawyers (Wallace, 1995)…”
The good, the bad, and the unknown about telecommuting: meta-analysis of psychological mediators and individual consequences. (2007, background): “*Golden, T. D. (2006a). Avoiding depletion in virtual work: Telework and”
Telework: a challenge to knowledge transfer in organizations (2010, background): “This is what Golden (2006) illustrated when showing that telework introduced to reduce work exhaustion has a positive impact on teleworkers’ commitment to the organization.”
Employee isolation and telecommuter organizational commitment (2020, background): “Such perceptions motivate managers and on-site coworkers to compensate for telecommuters’ absence with increased communications using ICTs (Marsh and Musson, 2008; Golden, 2006; and Leonardi et al., 2004).”
Does it matter where your manager works? Comparing managerial work mode (traditional, telework, virtual) across subordinate work experiences and outcomes (2011, background): “Moreover, research on teleworkers points to similar challenges to exchange clarity (Bailey and Kurland, 2002; Golden, 2006b), indicating that exchanges which occur between the subordinate and their manager who teleworks or works virtually are prone to greater misinterpretation and are generally…”
Systematically reviewing remote e-workers’ well-being at work: a multidimensional approach (2018, methodology): “Altogether, it was indicated that remote e-working may decrease how emotionally exhausted individuals feel (Golden, 2006a; Redman et al., 2009).”
Co-workers who telework and the impact on those in the office: Understanding the implications of virtual work for co-worker satisfaction and turnover intentions (2007, background): “…upon research which has found a negative relationship between telework and co-worker relationships in terms of team-member exchange quality (Golden, 2006b), future researchers may find it insightful to investigate issues pertaining to interpersonal trust between teleworkers and in-office…”
Flexible Work Arrangements Availability and their Relationship with Work‐to‐Family Conflict, Job Satisfaction, and Turnover Intentions: A Comparison of Three Country Clusters (2012, unknown): “Today, organisations are increasingly adopting work–family programs, such as flexible work arrangements (FWA), as a reaction to socio-demographic changes (Davis & Polonko, 2001; Golden, 2006; Goodstein, 1994).”
How Effective Is Telecommuting? Assessing the Status of Our Scientific Findings (2015, background): “…of telecommuting has been positively associated with organizational commitment and negatively associated with intent to leave the organization, such that more extensive telecommuting has been associated with greater commitment to the organization and lower turnover intentions (Golden, 2006a).”