In this context, empirical results found that mobile teleworkers defend their autonomy and 90 resist new forms of control, or, on the contrary, accepted intrusive control (enabled by mobile technologies), in exchange of higher flexibility. Dambrin, 2004 Leclercq-Vandelannoitte et al., 2014 Limburg & Jackson, 2007).
More importantly, there is a paucity of empirical research addressing control and supervisory in mobile working and how these issues related to autonomy perceptions (e.g. In this regard, management literature on RWAs has privileged home-based teleworking, neglecting mobile teleworking, which "involves travel and/or spending time on customers' premises" with laptop computers and mobile phones supporting work execution (Hislop and Axtell, 2007), as well as new flexible and virtual work practices where the integration of ICTs enabled to access anytime and anywhere to information through tablets and smartphones (Messenger & Gschwind, 2016). Further research is needed to understand how RWAs adoption affects control and how perceptions of autonomy engender tensions to be managed across different contexts. trust) and the image of the "ideal worker" (Putnam et al., 2014) constantly available to colleagues and connected to the organization (see also Mazmanian et al., 2013).
#Charmstone 1991 professional#
1999, and similarly to studies on "autonomy" (Barley & Kunda, 2004 Barker, 1993), Taskin and Sewell (2015) showed that after telework adoption both professional and nonprofessional workers perceived restrictions on their autonomy due to an intensification of technocratic control however, they were willing to accept diminished autonomy and even contributed to reinforce socio-ideological control based on socialization practices, workplace norms (e.g. Lautsch et al., 2009 and Wiensenfeld et al. Dimitrova, 2003 Taskin & Sewell, 2015) has not confirmed this (positive) change in all contexts and evidences still remain inconclusive about which changes RWAs produce on organizational control mechanisms and supervisory approaches. Lautsch et al., 2009 Wiensenfeld et al., 1999) predict that RWAs would led to a change in traditional organizational control mechanisms and practices, with a weakening of technocratic control and more emphasis on output control, self-control and remote workers' autonomy. Embracing a post-Fordist vision, some authors (e.g. Although these work practices are largely intended to generate positive outcomes for organizations and their employees, these outcomes depend on the process of implementation of RWAs programs where a critical concern is represented by organizational control and supervisory practices. Over the last decades, remote work arrangements (RWAs), such as teleworking, mobile working and virtual working, have acquired increasing relevance within the organizational landscape, in conjunction with the rise of new ICTs that enable their large- scale adoption in organizations.