Abstract
Using a contingency perspective and data from 122 CEOs of Spanish firms, this paper examines what makes a firm likely to adopt telecommuting. We hypothesized that employer adoption of telecommuting would depend on organizational constraints (age and size of the firm), the international composition of the workforce, and the top executives' leadership style. In turn, we argue that firms adopting telecommuting would emphasize outcome-based control systems. Our empirical evidence showed that telecommuting correlated with small organizational size, a high proportion of international employees, and variable compensation. A contingent reward leadership style at the top moderated the effects of firm age and internationalization on the adoption of telecommuting.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 917-939 |
| Number of pages | 23 |
| Journal | Human Resource Management |
| Volume | 48 |
| Issue number | 6 |
| DOIs | |
| State | Published - Nov 2009 |
| Externally published | Yes |
Keywords
- Contingency theory
- Contingent-reward leadership
- Telecommuting
- Work-family balance
ASJC Scopus subject areas
- Applied Psychology
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management of Technology and Innovation