Suchergebnisse

This study focuses on time allocation in 1995 by married or cohabiting, employed or homemaking Dutch women and men aged between 25 and 44. It asks (1) What role does gender play in time-allocation decisions? (2) What effects do situational factors have on time allocation, and do these effects differ between the sexes? Time-allocation models were developed for women and men separately, such that paid work affected unpaid work and free time, and free time, in turn, was affected by paid and unpaid work. It was found that women's unpaid work, rather than their free time, acts as a time buffer when more time is allocated to paid work, whereas men's free time rather than unpaid work time assumes this function. Although time allocation is still gendered, time-use patterns of both women and men at the end of the 20th century are differentiated by situational factors. In the present-day institutional Dutch context, the combination of having children and performing market work implies a relative loss of free time for women and men alike which is believed to be connected with a loss of control over time.

Building on recent research that stresses the important role of managers in the adoption process of telehomeworking, or telecommuting, this study examines the influence of the institutional context on managers' attitude formation. Drawing on large-scale survey data from 96 CEOs and 380 HR managers in Dutch organizations, we show that normative and mimetic pressures affect managers' beliefs, which are reflected in their perceptions of the relative (dis)advantage of telehomeworking. We also find that the perceived improvements of work outcomes and perceived social costs/benefits vary among managers from different 'occupational communities'. CEOs' beliefs are more susceptible to mimetic pressures, while HR managers' attitudes towards telehomeworking are positively fed by pressures from their occupational community. These findings support the view that current debates on work—life initiatives' diffusion and organizational changes in relation to these initiatives should pay much more attention to the importance of the institutional environment and managers' subcultures.

Home-based telework is one of the arrangements organizations can introduce to facilitate a better balance between employees' professional and private lives. This article focuses on the question of under what conditions managers grant a subordinate's request to telework and what role national cultures play herein. By looking into managers' willingness to delegate power and to trust home-based teleworkers we try to explain the slow adoption of home-based telework and the reported differences across Northern and Southern European countries. In doing so we will make use of Hofstede's writings on national cultures and of the propositions made by the telework literature on how to mitigate the potential trust problem associated with distance working. The purpose of the article is to develop new hypotheses regarding factors that influence managerial decision-making concerning telework and how these interact with national cultures. To test the hypotheses, a cross-national vignette study is proposed.

This book examines how Human Resource Management, organisations, leadership and people have been affected by the COVID-19 pandemic, what organizations can learn from this, and how these new experiences could be applied in the New Normal. This book brings together the new knowledge that exists around remote leadership and organizational practices, relative to pre COVID-19 studies, and the experiences learned during the pandemic. Key discussion themes focus on the role of distance in organisations, HRM and leadership, the sustainability aspects involved, innovations and knowledge development achieved, the role of digitalisation and new requirements and possibilities for management post COVID-19. This book is relevant for academics, students and practitioners in the fields of Management, Leadership, Human Resource Management, Sustainability, Innovation, Organisational Psychology, Digital Transformation, Change Management and Crisis Management. Svein Bergum is an Associate Professor in organisation and management at the Inland Norway University of Applied Sciences (HINN), Faculty of Economics and Social Science. He has been a visiting academic at the New York University Interactive Telecommunications Program and has been the leader of research projects financed by the Norwegian and Swedish Research Council on remote leadership and the role of middle managers in digital transformation. Pascale Peters is Full Professor in Strategic Human Resource Management at Nyenrode Business Universiteit in the Netherlands. She is a member of the editorial board of Tijdschrift voor Arbeidsvraagstukken and involved in Holland Management Review. She publishes on topics including the contemporary and sustainable organization of work, sustainable HRM, work-life balance, and boundary management. Tone Vold is an Assistant Professor at the Inland Norway University of Applied Sciences (HINN), Faculty of Economics and Social Science. Her research is in crisis management studies, as well as music production pedagogics, games-based learning, knowledge management, information technology in higher education and learning, and e-learning.