Work-nonwork conflict and job stress among virtual workers

By Sumita Raghuram, Batia Mishan Wiesenfeld. 2004

183 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/df5fa796776602cbcf788adba21f1f23b33bf3c1

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

New Ways of Working: Impact on Working Conditions, Work–Family Balance, and Well-Being (2014, background): “Conscientiousness and self-efficacy possibly play an important role here (Raghuram and Wiesenfeld 2004).”
The good, the bad, and the unknown about telecommuting: meta-analysis of psychological mediators and individual consequences. (2007, background): “Empirical evidence resolving this debate has been inconclusive (Duxbury et al., 1998; Raghuram & Wiesenfeld, 2004).”
For better or for worse? An analysis of how flexible working practices influence employees' perceptions of job quality (2008, background): “Some work suggests that job stress is lower amongst those who spend more time working remotely (Raghuram and Wiesenfeld, 2004), but others report that remote workers show more signs of mental ill health than office based workers (Mann and Holdsworth, 2003). Tietze and Musson (2005) found evidence of”
Work–Family Role Blurring and Work–Family Conflict (2012, background): “…that role blurring represents a resource that can help individuals avoid or minimize work-to-family conflict because it offers flexibility to deal with competing role demands (Duxbury, Higgins, & Neufeld, 1998; Raghuram & Wiesenfeld, 2004) or facilitates role transitions (Ashforth et al., 2000).”
Why Teleworkers are More Satisfied with Their Jobs than are Office-Based Workers: When Less Contact is Beneficial (2010, background): “The path model reveals more complex indirect paths linking telework and job satisfaction.”
How Effective Is Telecommuting? Assessing the Status of Our Scientific Findings (2015, background): “Raghuram and Wiesenfeld (2004) investigated structuring behavior as an important individual characteristic within a sample of telecommuters.”
Toward Understanding Remote Workers’ Management of Work–Family Boundaries: The Complexity of Workplace Embeddedness (2017, background): “This finding is in stark contrast to research that has found that telecommuting lowers WFC (e.g., 358 Group & Organization Management 42(3) Gajendran & Harrison, 2007; Golden et al., 2006; Raghuram & Wiesenfeld, 2004).”
Effects of Individual and Organizational Factors on Job Satisfaction and Intent to Stay in the Hotel and Restaurant Industry (2010, background): “Although a study by Qu, Ryan, and Chu (2001) has noted that supervision can be the least important contributor to job satisfaction, many researchers have agreed that supervisory leadership is positively associated with job satisfaction (eg, Karatepe, Avci, Karatepe, & Canozer, 2003 ; Taylor & Bo”
Testing the Connectivity Paradox: Linking Teleworkers' Communication Media Use to Social Presence, Stress from Interruptions, and Organizational Identification (2012, background): “…be associated with career demands, and organizational position (ranging from administrative to executive) and organization type (e.g., publicly or privately owned) may be associated with communicationrelated expectations, job stress (Raghuram & Wiesenfeld, 2004), and organizational identification.”
How Does the Digital Transformation Affect Organizations? Key Themes of Change in Work Design and Leadership (2018, background): “…from the opportunity to engage in teleworking (e. g. Bailey & Kurland, 2002; Golden & Veiga, 2005) as well as their effects on work-life balance (Raghuram & Wiesenfeld, 2004; Standen et al., 1999) and the blurring of boundaries between different life domains (Reyt & Wiesenfeld, 2015) have…”
At What Level (and in Whom) We Trust (2012, background): “For outcomes related to viability, interpersonal trust has been linked to higher virtual work adjustment (Raghuram, Garud, Wiesenfeld, & Gupta, 2001) and lower worknonwork conflicts (Raghuram & Wiesenfeld, 2004).”
A review and agenda for examining how technology-driven changes at work will impact workplace mental health and employee well-being (2020, background): “…allow individuals to align work hours and demands with the requirements and schedules of family members such as child care hours and school pick-up times, which can help to reduce time-based conflict and work–family conflict (Duxbury et al., 1998; Kirchmeyer, 1995; Raghuram and Wiesenfeld, 2004).”