How to Successfully Implement Telework? A Conceptual Framework Proposition
Main Article Content
Keywords
Organisational Predisposition, Individual Predisposition, Mediating Mechanisms, Outcomes, Telework
Abstract
Teleworking in the Covid-19 pandemic has become a widespread practice adopted by companies worldwide, providing a unique opportunity to experiment with it on a large scale. This study aimed to elucidate the organisational factors facilitating the successful implementation of telework. The primary objective was to identify the organisational and individual prerequisites, as well as the mediating mechanisms, necessary for the successful establishment of telework and measured by the telework outcomes. To do so, we developed a conceptual model to analyse the factors influencing the success of this transition and we tested it on a sample of 171 employees from the banking, IT, and telecommunication sectors. The results indicate that perceived autonomy, management of work-family conflict, and organisational support are key factors in ensuring employee satisfaction, performance, and engagement within this new work framework. However, telework does not have a direct impact on these outcomes without mediating mechanisms.
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Fachruddin. D. F., & Mangundjaya, W. (2012). The impact of Workplace Well-Being and Psychological Capital on Individual Readiness for Change. 4th Asian Psychological Association, Jakarta, Indonesia. https://www.researchgate.net/publication/273461597
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Feldman D. C., & Morris. J. A. (1997). Managing Emotions in the Workplace. Journal of Managerial Issues, 9(3), 257–274. https://doi.org/10.4324/9781315290812
Gajendran, R. S., & Harrison, D. A. (2007). The Good, the Bad, and the Unknown About Telework: Meta-Analysis of Psychological Mediators and Individual Consequences. Journal of Applied Psychology, 92(6), 1524–1541. https://doi.org/10.1037/0021-9010.92.6.1524
Grant, R. M. (1991). The resource-based theory of competitive advantage: implications for strategy formulation. California Management Review, 33(3), 114–135. https://doi.org/10.2307/41166664
Green, N., Tappin, D., & Bentley, T. (2017). Exploring the teleworking experiences of organisations in a post-disaster environment. New Zealand Journal of Human Resources Management, 17(1), 1–19. https://doi.org/10.24135/nzjer.v45i2.19
Greenhaus, J. H., & Beutell, N. J. (1985). Sources of conflict between work and family roles. Academy of Management Review, 10, 76–88. https://doi.org/10.5465/AMR.1985.4277352
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16, 250–279. https://doi.org/10.1016/0030-5073(76)90016-7
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Published
2025-04-14
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How to Cite
Dhaouadi, N., & Aridhi , E. (2025). How to Successfully Implement Telework? A Conceptual Framework Proposition. Journal of Telecommunications and the Digital Economy, 13(1), 316-336. https://doi.org/10.18080/jtde.v13n1.1141
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Special Issue: Driving the Digital Economy
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Author Biographies
Nacef Dhaouadi, Tunis El Manar University LARIME Laboratory essec tunis, Tunis University
Associate Professor
Faculty of economic science and management of Tunis,
Tunis El Manar university
LARIME Laboratory essec tunis, Tunis University
Eya Aridhi , LARIME Laboratory essec tunis, Tunis University
PhD Student
LARIME Laboratory essec tunis, Tunis University
How to Cite
Dhaouadi, N., & Aridhi , E. (2025). How to Successfully Implement Telework? A Conceptual Framework Proposition. Journal of Telecommunications and the Digital Economy, 13(1), 316-336. https://doi.org/10.18080/jtde.v13n1.1141
