Telework adoption, change management, and firm performance

Abstract

Purpose

The purpose of this paper is to analyse the contribution of human resource (HR) commitment practices to firm performance through the adoption of workplace practices that require the organisational climate created by HR commitment practices.

Design/methodology/approach

The approach is a survey of 156 Spanish firms and statistical test of research hypotheses through structural equation modelling.

Findings

The results indicate that the extent that employees have access to HR commitment practices and HR social benefits is positively related to the intensity of telework adoption. Firm performance is positively associated to the intensity of telework adoption, functional flexibility and internal numerical flexibility, and negatively related to external numerical flexibility. HR commitment practices impact directly and indirectly on different measures of firm performance.

Research limitations/implications

Cross‐sectional, survey‐based data that cannot infer causality. Longitudinal and qualitative designs are needed to get a better understanding of the relationships. A follow‐up study of employees perception of several variables analysed in this study (e.g. access to HR commitment practices and employee benefits) could reveal possible contradictions between what policies managers claim there exist, and what policies employees perceive to exist.

Practical implications

The adoption of HR commitment practices can facilitate the organisational change required by the adoption of telework.

Originality/value

The findings provide evidence that HR commitment practices are indirectly related to firm performance through their effects on the use of flexibility practices like telework that require organisational climates containing high levels of trust.

Citation

Martínez‐Sánchez, A., Pérez‐Pérez, M., José Vela‐Jiménez, M. and de‐Luis‐Carnicer, P. (2008), "Telework adoption, change management, and firm performance", Journal of Organizational Change Management, Vol. 21 No. 1, pp. 7-31. https://doi.org/10.1108/09534810810847011