Voluntary versus involuntary telecommuting and employee innovative behaviour: a daily diary study

During the COVID-19 crisis, telecommuting has gradually attracted the public's attention. Past studies on the subject have produced inconsistent findings, suggesting that telecommuting can lead to simultaneous benefits and drawbacks. To discuss the deeper reasons for this finding, we divided te...

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Published inInternational journal of human resource management Vol. 34; no. 15; pp. 2876 - 2900
Main Authors Huo, Weiwei, Gong, Jingya, Xing, Lu, Tam, Kwok Leung, Kuai, Hejing
Format Journal Article
LanguageEnglish
Published London Routledge 22.08.2023
Taylor & Francis LLC
Subjects
co-worker emotional support
Colleagues
COVID-19
Emotional support
employee innovative behaviour
Employees
Human resource management
involuntary telecommuting
Job characteristics
Motivation
organisational identification
Social support
Telecommuting
Voluntariness
Voluntary telecommuting
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Abstract During the COVID-19 crisis, telecommuting has gradually attracted the public's attention. Past studies on the subject have produced inconsistent findings, suggesting that telecommuting can lead to simultaneous benefits and drawbacks. To discuss the deeper reasons for this finding, we divided telecommuting into two types-voluntary and involuntary telecommuting. Based on the job demands-resources model, we explored the impact of voluntary-involuntary telecommuting on employee innovative behaviour through co-worker emotional support, and we examined the cross-level moderating effect of organisational identification. Using the daily diary method, we collected 455 valid observations from 65 employees for eight consecutive days. The results show that compared with involuntary telecommuting, voluntary telecommuting leads to more co-worker emotional support, in a mediating role, and employee innovative behaviour. Furthermore, a high level of organisational identification enlarges the difference in co-worker emotional support for employees voluntarily or involuntarily telecommuting. Our results uncover those differences and fill the research gap on telecommuter motivation.
AbstractList During the COVID-19 crisis, telecommuting has gradually attracted the public's attention. Past studies on the subject have produced inconsistent findings, suggesting that telecommuting can lead to simultaneous benefits and drawbacks. To discuss the deeper reasons for this finding, we divided telecommuting into two types-voluntary and involuntary telecommuting. Based on the job demands-resources model, we explored the impact of voluntary-involuntary telecommuting on employee innovative behaviour through co-worker emotional support, and we examined the cross-level moderating effect of organisational identification. Using the daily diary method, we collected 455 valid observations from 65 employees for eight consecutive days. The results show that compared with involuntary telecommuting, voluntary telecommuting leads to more co-worker emotional support, in a mediating role, and employee innovative behaviour. Furthermore, a high level of organisational identification enlarges the difference in co-worker emotional support for employees voluntarily or involuntarily telecommuting. Our results uncover those differences and fill the research gap on telecommuter motivation.
Author Tam, Kwok Leung
Kuai, Hejing
Xing, Lu
Huo, Weiwei
Gong, Jingya
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Snippet During the COVID-19 crisis, telecommuting has gradually attracted the public's attention. Past studies on the subject have produced inconsistent findings,...
During the COVID-19 crisis, telecommuting has gradually attracted the public’s attention. Past studies on the subject have produced inconsistent findings,...
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SubjectTerms co-worker emotional support
Colleagues
COVID-19
Emotional support
employee innovative behaviour
Employees
Human resource management
involuntary telecommuting
Job characteristics
Motivation
organisational identification
Social support
Telecommuting
Voluntariness
Voluntary telecommuting
Title Voluntary versus involuntary telecommuting and employee innovative behaviour: a daily diary study
URI https://www.tandfonline.com/doi/abs/10.1080/09585192.2022.2078992
https://www.proquest.com/docview/2844936530
Volume 34
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