Managers’ perspective on remote working: One step forward, two steps back?
Desmarais, Céline
Managers’ perspective on remote working: One step forward, two steps back? - 2022.
44
Remote working is considered a major managerial innovation of recent decades. However, it would probably have remained marginal for a long time if it had not been imposed during the recent health crisis. Once it is no longer a mandatory requirement, survey results show that there is still a long way to go before remote working is intensively and widely adopted. This research therefore aims to identify both the demographic and psychological characteristics of managers that may influence their current and future choices with regard to permanently adopting remote working within their companies. To achieve this goal, we use a conceptual model derived from upper echelons theory but enriched by the literature on managerial innovations. Through a survey administered to 119 senior managers in French-speaking Switzerland, we show the influence of some of their characteristics, such as their experience (demographic characteristic) but especially their social perceptions of remote working (psychological characteristics). Indeed, their opinion about the complexity of remote working and its implementation, its compatibility with the activity of their company and their employees, their attitude toward control, and their beliefs about the trust they can or cannot have toward their employees slow down their decision to adopt remote working.
Managers’ perspective on remote working: One step forward, two steps back? - 2022.
44
Remote working is considered a major managerial innovation of recent decades. However, it would probably have remained marginal for a long time if it had not been imposed during the recent health crisis. Once it is no longer a mandatory requirement, survey results show that there is still a long way to go before remote working is intensively and widely adopted. This research therefore aims to identify both the demographic and psychological characteristics of managers that may influence their current and future choices with regard to permanently adopting remote working within their companies. To achieve this goal, we use a conceptual model derived from upper echelons theory but enriched by the literature on managerial innovations. Through a survey administered to 119 senior managers in French-speaking Switzerland, we show the influence of some of their characteristics, such as their experience (demographic characteristic) but especially their social perceptions of remote working (psychological characteristics). Indeed, their opinion about the complexity of remote working and its implementation, its compatibility with the activity of their company and their employees, their attitude toward control, and their beliefs about the trust they can or cannot have toward their employees slow down their decision to adopt remote working.
Réseaux sociaux