Contextual factors and contingent reward leadership: employer adoption of telecommuting
Using a contingency perspective, this paper examines the conditions under which telecommuting is most likely to be adopted with data obtained from a sample of 122 CEOs. We hypothesized that telecommuting fits better in younger organizations, firms with a higher proportion of women and international employees in workforce, and companies that offer variable pay. We found evidence that confirm the prediction that telecommuting, a high proportion of international employees, and the use of variable compensation as an internal control mechanism tend to go hand in hand.
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- Robert E. Quinn & Kim Cameron, 1983. "Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence," Management Science, INFORMS, vol. 29(1), pages 33-51, January.
- Ouchi, William, 1981. "Theory Z: How American business can meet the Japanese challenge," Business Horizons, Elsevier, vol. 24(6), pages 82-83.
- Paul Osterman, 1994. "How Common is Workplace Transformation and Who Adopts it?," ILR Review, Cornell University, ILR School, vol. 47(2), pages 173-188, January.
- Edward E. Potter, 2003. "Telecommuting: The Future of Work, Corporate Culture, and American Society," Journal of Labor Research, Transaction Publishers, vol. 24(1), pages 73-84, January.
- William K. Roche, 1999. "In Search of Commitment-Oriented Human Resource Management Practices and the Conditions that Sustain Them," Journal of Management Studies, Wiley Blackwell, vol. 36(5), pages 653-678, 09.
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