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Virtual work arrangements, whereby dispersed employees interact with each other using technology-mediated communication, can both positively and negatively impact their psychological well-being. Yet, research on these dual effects in different virtual work research domains (e.g., telecommuting, virtual teams, and computer-mediated work) is not well integrated, which limits insights into how their findings overlap and inform each other. Using a work design theoretical lens to synthesize findings from 115 empirical articles, we develop an integrative framework that advances understanding of how virtual work both helps and harms employee well-being. The framework explicates different pathways linking subdimensions of technology dependence and dispersion—two core dimensions underlying different types of virtual work—to well-being through employees' perceived work characteristics. We identify four technology dependence and three dispersion subdimensions that differ in their degree of positive versus negative impact on hedonic and eudaimonic well-being outcomes as well as in the work characteristics that explain these effects. These findings suggest that employees' well-being experiences in virtual work depend on the subdimensions involved and that the same subdimension can influence well-being both positively and negatively. Across the subdimensions, a dominant set of work characteristics in four categories (task, knowledge, social, and work context) explain virtual work's dual effects on well-being, moderated by contingencies at different levels (individual, team, organization, and external context). These multilevel contingencies point to potential interventions for enhancing the benefits and mitigating the downsides of virtual work for employee well-being. Based on these insights, we develop a future research agenda and discuss practical implications. [ABSTRACT FROM AUTHOR]

Although organisational interventions have shown promising results in improving employees' health and wellbeing, reviews of the effectiveness of such interventions conclude results are inconsistent. Realist synthesis is considered an appropriate method of literature review to improve the consistency of empirical evidence by developing generalisable statements of 'what works for whom in which circumstances'. In this article, to identify and synthesise existing evidence from the empirical studies of organisational interventions, we conducted a realist synthesis according to the RAMESES publication standards. We reviewed 28 articles. Six realist programme theories were developed that explain how different mechanisms of organisational interventions may bring about different outcomes in different contexts. These realist programme theories are based on the process mechanisms of implementation adherence, communication, employees' participation, senior management support, middle management support and external consultants/researchers support. This realist synthesis enhances the understanding of how organisational interventions may improve employees' health and wellbeing, in which contexts, and for which group of employees. As such, it makes an important potential contribution to designing, implementing and evaluating future organisational interventions. [ABSTRACT FROM AUTHOR]

This paper considers how employee innovation develops during the course of introducing team-working for production-related staff. Longitudinal analysis revealed that different predictors were active at different phases. At first, changes in idea implementation were related to changes in management support. Subsequently, changes in suggestion making were associated with changes in job control and changes in idea implementation were linked to changes in team support for innovation. Results are consistent with the developmental notion that, whilst external support is an important predictor of innovation initially, structural job changes and local regulation are more important later., Releasing the innovative potential of employees is considered integral to the success of modern organizations (Amabile, 1988; Oldham & Cummings, 1996). Indeed, the aim of many initiatives, such as team-working [...]

This article examines the influence of organizational practices on role breadth self-efficacy (RBSE); a person's confidence in performing proactive, interpersonal tasks that go beyond traditional boundaries. A longitudinal study showed that increased task control, membership of an active improvement group, and breadth of training were associated with increased RBSE. Providing a stronger basis for causal inference, membership of active improvement groups at Time 1 also had a positive lagged effect on later RBSE. These findings support the proposition that RBSE can be enhanced via organizational intervention. The study also showed that, after controlling for greater involvement, job enlargement had a negative lagged effect on RBSE. This suggests the potential detrimental consequences of enlarging jobs without also expanding employees' autonomy and influence. KEYWORDS autonomy * breadth of training * improvement groups * influence * role breadth self-efficacy

This article describes a longitudinal study of how openness to change, job satisfaction, anxiety and depression are affected by exposure to a change situation--in this case, the implementation of new technology and work practices. Measures were taken before the change was fully implemented and again several months later. Employees fell into two groups: those with high exposure to the change and those with low exposure. Longitudinal analysis revealed that greater exposure was directly related to subsequent improvements in openness to change for operational employees, but not for managers and engineers. Exposure was associated with improvements in job satisfaction and depression, irrespective of job type. The effect on job satisfaction, however, could be accounted for by the increased job complexity experienced on the new technology rather than exposure to change per se. Although the impact of exposure on depression became non-significant after controlling for job complexity, the result was marginal. Implications of the role of exposure in the management of change are discussed., To remain competitive, organizations need to respond to the challenges and opportunities afforded by new technologies and ways of working. It is commonly argued that the rate of such change [...]

The article discusses the collective adoption of technology by groups in relation to the modification of technology adoption rationales and attitudes. Topics include the roles of subgroups in determining group technology adoption states (TASs), the creation of a qualitative approach for group technology adoption, and the continuance or discontinuance of information systems use. Factors in collective decision-making are noted.

Research into use of information technology (IT) in the business environment found that its inadequate performance was not only due to technical problems. Around 80-90% of IT was not fulfilling its desired outcomes. The failure of managers to understand the new technology and the lack of involvement of end-users in deciding the type of equipment required, were some of the reasons the IT was performing poorly. Simple organizational changes will not alter the situation. The research included interviews of 45 business consultants, who had access to data from 14,000 UK companies.