Xinformation and Communication Job Demands

Journal of Organizational Effectiveness,
People and Performance

Vol. 2 No. 4, 2015
pp. 327-345
DOI 10.1108/JOEPP-09-2015-0031
INFORMATION AND COMMUNICATION TECHNOLOGY DEMANDS:

OUTCOMES AND INTERVENTIONS
Jean-Franois Stich
Lancaster University Management School, Lancaster University, Lancaster, UK
Samuel Farley
Management School, The University of Sheffield, Sheffield, UK
Cary L. Cooper
Manchester Business School, University of Manchester, Manchester, UK
Monideepa Tarafdar
Lancaster University Management School, Lancaster University, Lancaster, UK
Purpose The purpose of this paper is to review four demands employees face when
communicating through information and communication technologies (ICTs). We
review the outcomes associated with each demand and discuss relevant
interventions to provide a set of evidence-based recommendations.
Design/methodology/approach This paper reviews the following demands associated
with ICTs: response expectations, constant availability, increased workload and
poor communication. We draw upon empirical research to highlight outcomes and
intervention strategies, before discussing implications for research and practice.
Findings The findings suggest that there are diverse outcomes associated with each
demand. The outcomes were not inherently negative as evidence suggests that
positive performance outcomes can arise from response expectations and constant
availability, although they may be allied by health and wellbeing costs.
Practical implications A number of practical strategies are described to help
organizations address computer-mediated communication demands, including
tailored training, organizational policies and role modelling. The paper also
outlines suggestions for future research on the dark side of IT use.
Originality/value This paper integrates four interrelated demands that employees can
face when communicating through technology. We extend knowledge by analyzing
interventions which enables a synthesis of implications for practice.
Keywords: Information and Communication Technology (ICT), Organizational communication, Email,

Stress, Work Life Balance, Productivity, Performance, Interruption, Cyberbullying, Overload.
This article is Emerald Group Publishing and permission has been granted for this version to appear here (http://www.jfstich.com/). Emerald does not grant permission for this
article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
ICT Demands: Outcomes and Interventions - 2
1. INTRODUCTION slow internet speed) could inhibit task

Many employees are reliant on completion, while poor communication
information and communication could promote misunderstanding and
technologies (ICTs) to communicate with ineffective decision making.
colleagues, clients and partners. Actual This paper will review how four of the
data concerning the spread of ICTs across demands identified by Day et al (2012)
different industries is difficult to capture impact on organizational effectiveness.
due to the evolving nature of work, but it The research builds on Day et als (2012)
is clear that communication technologies empirical study by updating the evidence
are highly prevalent. In 2009, 90 percent on ICT demand outcomes, but perhaps
of U.K businesses had access to the more centrally by reviewing
internet (Office for National Statistics, interventions which have been developed
2009), whilst in the USA 62 percent of to address each ICT demand. In
employees could be considered conducting this review, we aim to provide
networked workers, a term coined to a more transparent picture of how ICTs
describe individuals who use the internet contribute to organizational
or email in their workplace (Madden & effectiveness, while also presenting
Jones, 2008). evidence that can inform the design of
In this paper, we examine evidence more effectual organizational
relating to ICT working practices from an interventions. The paper concludes with
organizational effectiveness perspective. implications for research and practice.
At present, the productivity gains that
2. LITERATURE REVIEW
arise from ICTs (including efficient file
sharing and travel cost savings) are well Four of the demands identified by Day et
known (Palvalin, Lnnqvist and Vuolle, al (2012) specifically link to the way ICTs
2013), however research in this area has are used for employee communication,
often focused on the benefits without these are: (1) the extent that employees
signaling the risks. We argue that the are expected to respond quickly to
effectiveness of utilizing ICTs for computer-mediated communication; (2)
computer-mediated communication is the extent that ICTs enable constantly
debatable. This debate concerns availability; (3) the use of ICTs to increase
whether the tools used are risk-free, or workload; and (4) poor communication.
at least do not produce undesirable 'side- We examine each factor in turn to
effects' (Mano and Mesch, 2010, p. 67). identify how these demands relate to
In this respect, it has been argued that organizational outcomes. For each factor
ICTs can be viewed as both a support and we first analyze the organizational
a demand for employees (Day, Scott and outcomes and then provide suggestions
Kelloway, 2010). Day et al. (2012) for interventions that can address them.
empirically identified eight demands After reviewing each communication
associated with ICTs, including ICT demand we elaborate on interventions
hassles, response expectations and used to mitigate their impact in order to
constant availability. ICT demands can provide suggestions for managers and
negatively impact on organizational organizations.
effectiveness by directly affecting how
employees function. For example, ICT
hassles (e.g. computer crashes, viruses,
3 - ICT Demands: Outcomes and Interventions
2.1. Response Expectations of task at hand, as well as how

performance is evaluated. An
Organizational Outcomes
experimental study found that simple
Having to respond quickly to requests is tasks were accomplished quicker and
not a demand specific to ICT or with greater accuracy than more complex
technology, indeed employees are often tasks because of interruptions, as
interrupted more in person (Van interruptions focused participants
Solingen et al., 1998). ICT has however attention on important cues (Speier et al.,
provided new opportunities for constant 2003). Therefore performance on simple
interruptions that ask for immediate or short tasks might be less negatively
responses. The phone has been impacted by interruptions than
interrupting employees for long enough performance on more complex or longer
(1998), but recent literature is now projects (Addas and Pinsonneault, 2015).
focusing on emails (e.g., Barber and Similarly, interruptions asking for an
Santuzzi, 2015) and instant messaging immediate response unrelated to the task
(e.g., Gupta et al., 2013) due to their at hand fragment attention and reduce
increasing prevalence within time dedicated to primary task activities.
organizations. Unlike phone calls, emails This can potentially result in lowered
are supposed to be asynchronous and as performance, efficiency and work quality
such could be replied to whenever (2015). These negative effects can be
convenient. However, a study that further nuanced by contextual elements.
investigated the responding habits of An experimental study found that instant
employees within a large UK company messages became more disruptive as the
found that most emails were dealt with hierarchical level of the sender increased
within six seconds of reception, with an (Gupta et al., 2013). Individual variables
average of 1min44s (Jackson et al., 2001). might also moderate response
The fast pace at which incoming emails expectations, as individuals who enjoy
are checked (along with arrival multitasking might be less negatively
notifications) can thus make them as affected by instant message interruptions
disturbing as synchronous media (e.g. (Li et al., 2011). Furthermore, self-
phone calls, instant messaging) (2001). disciplined individuals might be more
Regarding the impact of such capable of resisting interruptions, which
interruptions on performance, Mano and enables them to maintain their
Mesch (2010) found that email productivity (Al-Dabbagh et al., 2014).
interruptions led to enhanced work
performance, perhaps because they Interruptions not only fragment
increase the acquisition of work-related attention, they also make it harder for an
information critical for getting the job individual to return to their primary task.
done (2010, p. 68). Yet this explanation Employees within a large UK
only covers emails which contain critical organization took an average of 64
information and typologies suggest that seconds to recover from an email
other interruptions, such as those interruption to reengage in their primary
transmitting systems information, might task (Jackson et al., 2001). Other studies
actually have the opposite effect (Addas have referenced recovery times as long as
and Pinsonneault, 2015). 15 minutes (Van Solingen et al., 1998).
Given the time taken away from the
The impact may also depend on the type primary task to deal with response
expectations, it has been estimated that among recipients that their messages will
knowledge workers lose 4-5% or 28 be dealt with at a specific time (Dabbish
minutes of their workday to interruptions and Kraut, 2006). Though increasing the
(Gupta and Sharda, 2008), whilst more email checking frequency can improve
than ten interruptions per day can productivity and task coordination, it can
severely hinder worker productivity (Van also increase email overload, as checking
Solingen et al., 1998). emails whenever they arrive as opposed
Although interruptions that transmit to in batch prevents the inbox piling up
information necessary for task (2006).
completion might actually increase As an additional strategy, employees
performance (Mano and Mesch, 2010) (as could work on their email or instant
opposed to other interruptions) (Addas message checking self-discipline (Addas
and Pinsonneault, 2015; Speier et al., and Pinsonneault, 2015; Al-Dabbagh et
2003), these productivity gains may be al., 2014). Although recipients are not the
counterbalanced by detrimental effects only ones to blame, as senders should
on mental and physical health (Barber also try to limit the number of
and Santuzzi, 2015). Indeed, the interrupting messages they dispatch
'workplace telepressure' created by (Addas and Pinsonneault, 2015). This can
response expectations was associated be done by only contacting the relevant
with higher physical and cognitive individual and by avoiding 'reply-to-all'
burnout, health-related absenteeism and messages (Jackson et al., 2003). If senders
poorer sleep quality (2015). do not expect immediate responses, they
could avoid synchronous messages such
Possible interventions
as instant messages or phone calls as
In order to tackle interruptions and they create stronger response
response expectations, researchers have expectations (Gupta et al., 2013).
made several suggestions. A frequent Managers need to be particularly aware
suggestion has been to increase the that sending messages which are
interval at which incoming messages are unrelated to their subordinates primary
checked (Addas and Pinsonneault, 2015; task can divert attention and reduce its
Gupta et al., 2011; Jackson et al., 2001, final quality, especially if the task is more
2006), although this does not apply to complex (Addas and Pinsonneault, 2015).
phone calls. It has been estimated that Managers might also consider their
increasing the email checking frequency subordinates orientation towards multi-
from 5 minutes to 45 minutes could save tasking and avoid interrupting employees
employees 13.16 minutes per day, which who prefer to focus on a single task (Li et
would have accounted for a 10,000 per al., 2011).
day saving in the organization surveyed
On an organizational level, a company-
for the study (Jackson et al., 2006). Other
wide awareness of interruptions' impact
researchers went as far as to suggest a
on productivity (Van Solingen et al.,
checking frequency of between two and
1998, p. 101) needs to be promoted by
four times per day (Gupta et al., 2011;
assessing the impact within a company
Kushlev and Dunn, 2015). Increasing the
(Al-Dabbagh et al., 2014) and by
email checking frequency has been
collectively discussing the results in
found to increase task coordination,
order to create a more empathetic
perhaps because it increases certainty
organizational culture (Barber and
Santuzzi, 2015). Response expectations necessity of their jobs (Waller and

can also occur outside of working hours, Ragsdell, 2012). These desires might
thus blurring work-home boundaries and actually emerge less from organizational
creating pressure for 24/7 availability demands and more from friends, family,
(Barber and Santuzzi, 2015). We now industry or society in general which
discuss the implications of constant perpetuate or glorify this always-on
availability. culture (Matusik and Mickel, 2011).
2.2. Constant Availability Indeed, employees often consider these
devices and media as empowering, and
Organizational Outcomes feel a greater sense of professionalism,
This widely researched and reported productivity, autonomy and control when
aspect of the work-related ICT culture using them (Cavazotte et al., 2014). They
concerns how ICTs make it possible for also feel more productive and more able
work to cross into the non-work domain to multi-task due to having these
(Currie & Eveline, 2011; Diaz et al., 2012) technologies (Matusik and Mickel, 2011).
and increase productivity expectations Similarly, teleworkers - who mostly work
(Ayyagari et al., 2011; Tarafdar et al., outside the office - feel a greater sense of
2007). A survey of Australian workers productivity (Bailey and Kurland, 2002)
found that 38% of Australians check their which is sometimes reflected by higher
emails during non-work hours and kept supervisor ratings and job performance
their mobile phones switched on (Gajendran and Harrison, 2007).
(Weekend Australian, 2007). Moreover, in Accordingly, availability was the only
the UK it was recently reported that dimension of ICT demands that was
managers work an extra day each week in positively associated with professional
unpaid overtime, a finding that was efficacy in Day and colleagues'
attributed to the smartphone culture and framework (Day et al., 2012).
tech pressure (BBC News, 2014). These positive organizational outcomes
This constant connectivity materializes in and employee perceptions however can
corporate smartphones, such as come at a personal cost, making constant
BlackBerrys or remote access to work availability a double-edged sword (Dn-
communication media (e.g. email). Nagy, 2014). Advantages that appear in
Although these devices and media have the domain of work can require sacrifices
sometimes been described as an in private life (2014, p. 208) and studies
electronic leash tying employees to have linked constant availability to
their workplaces (Boswell and Olson- increased work-life conflict and work-life
Buchanan, 2007), studies have found that imbalance (Derks et al., 2015; Diaz et al.,
employees rarely resist the introduction 2012; Matusik and Mickel, 2011; Wright et
of such technologies and even embrace it al., 2014), outcomes which have been
(Cavazotte et al., 2014; Mazmanian, 2013), associated with job burnout (Wright et
feeling more satisfied with their jobs as a al., 2014). Although ICT facilitates these
result (Diaz et al., 2012). Most are even outcomes, individuals also share some of
eager to claim that they accepted the the responsibility (Mazmanian, 2013).
introduction of these technologies of Employees and especially managers who
their own free will and with no send messages outside working hours
organizational pressure (Mazmanian, implicitly encourage constant availability
2013), while some think it is an inherent by creating response expectations (Derks
et al., 2015). Nevertheless, individuals empowered by these technologies and be

who have a more positive view of this more productive as a result (Matusik and
connectivity do not experience as much Mickel, 2011). Therefore organizations
work-life conflict as those who view it might have a hard time protecting their
negatively (Wright et al., 2014). Similarly, workers from the resulting self-inflicted
employees who are highly engaged work-life conflict (Wright et al., 2014, p.
experience less work-home interference 524). The ability to detach from work is
(Derks et al., 2015), while employees who however important for employee well-
prefer to segment their home and work being as empirical evidence
roles report greater psychological demonstrates that a lack of recovery
detachment (Park, Fritz & Jex, 2011). from work is associated with negative
Qualitative studies have shown that health outcomes, including burnout and
employees are generally aware of these psychosomatic health complaints (Eden,
trade-offs when they choose to become 2001; Lundberg & Lindfors, 2002).
available outside working hours In terms of organizational policies and
(Cavazotte et al., 2014; Matusik and culture, a main element to consider is
Mickel, 2011). Participants in Waller and whether to promote or react against
Ragsdell's study (2012) and especially norms of constant availability (Matusik
middle and senior managers who appear and Mickel, 2011). If these norms were to
to be the victims (and culprits) of a 24/7 be promoted, organizations should try to
culture of accessibility (2012, p. 170) increase awareness of associated work-
were clearly aware that these life issues (Diaz et al., 2012). For example,
technologies had a negative impact on collective discussions could be held about
their lives outside work; yet they the topic (Barber and Santuzzi, 2015) and
continued to use them. Paradoxically, support groups could be implemented
employees often claim these technologies where employees could share suggestions
give them greater autonomy, while they on best practice (Leonardi et al., 2010).
remain aware that technologies also Training interventions could even be
allow for increased organizational designed to better prepare employees for
control and surveillance (Cavazotte et al., the work-life conflicts that they might
2014) and even decrease autonomy in face once they adopt these technologies
practice by reducing the ability to (Leonardi et al., 2010). Managers should
disengage from work (Mazmanian et al., also give special consideration to
2013). As employees are often aware of employees who are more vulnerable to
these trade-offs, they cope with the the work-life conflict, such as older, less
demands created by 24/7 availability by engaged, less tech-savy workers or those
taking them less seriously or finding who view these norms negatively (Waller
justifications for the choices they make and Ragsdell, 2012; Wright et al., 2014).
(Cavazotte et al., 2014).
If constant availability were to be fought,
Possible interventions organizational policies that limit access
to ICT at night and during weekends
Given that employees often choose to
could be enforced (Barber and Santuzzi,
remain constantly available and embrace
technologies that facilitate constant 2015; Wright et al., 2014). More
connectivity (Cavazotte et al., 2014; informally, organizations could circulate
guidelines that explicitly discourage work
Mazmanian, 2013), they may feel
communication beyond working hours
(Wright et al., 2014). Managers should overload (Barley et al., 2011). In addition,
also make clear their expectations on studies have examined the volume of
constant availability (Derks et al., 2015). interactions by calculating the average
If managers want to limit interactions time spent reading or sending emails in
beyond working hours, they should act as organizations. Jackson and colleagues
role models by refraining from sending (2006) found that employees spent 29
any such messages themselves. minutes reading emails each day, which
Otherwise they are likely to create cost their organization 40,848 per day or
response expectations and encourage the 9.8million per year, on the basis of the
same always-on culture they wish to hourly cost of work. These figures do not
prevent (2015). Finally, a more subtle however take into account how reading
approach identified by Matusik and these emails might have allowed the
Mickel (2011) is to limit the use of organization to save time and money
corporate smartphones or similar devices elsewhere. For instance, it has been
to organizational-specific interactions. found that the more work-related emails
The authors state that when employees received, the higher the work
are encouraged to use devices for effectiveness (Mano and Mesch, 2010).
organizational and personal interactions, Nevertheless, stress and distress were
the organization is encouraging the also higher because of more numerous
highest degree of responsiveness and work-related emails, leading the authors
accessibility (Matusik and Mickel, 2011, to state that technology has provided
p. 1023). excellent means for achieving
As response expectations expand beyond competition driven goals. But insofar as it
working hours creating pressures for affects employees, it may have given rise
constant availability, employees might to unexpected side-effects (Mano and
experience increased workloads and Mesch, 2010, p. 68).
longer work days. This changing nature Stress also arises from ICT
of workload is now discussed. communications in form of information
2.3. Workload overload. In particular, email overload
which has been defined by Dabbish and
Organizational Outcomes Kraut (2006) as users perceptions that
When examining the impact of ICT on their own email use has gotten out of
workload and its associated control because they receive and send
organizational outcomes, several more email than they can handle, find or
questions arise. What is the contribution process effectively (2006, p. 431). Their
of ICT to the overall workload of study found that email overload led to
employees? Has workload increased or reduced task coordination. This was the
decreased with the introduction of ICT? If result not of the sheer volume of emails,
so, under what circumstances? Regarding but of email overload as subjectively
the initial question, one study found that perceived by individuals. On a more
interruptions from instant messaging transverse level, perceived
systems led to a higher perceived communication overload has been found
workload (Gupta et al., 2013). Similarly, it to lead to perceived losses in productivity
has been found that receiving more for individuals who depend highly on
emails increases the length of the communication technology in their jobs
workday and produces greater feelings of (Karr-Wisniewski and Lu, 2010). Other
workers might also be more at risk of techniques such as email filtering or

email overload. Jackson et al. (2006) archiving and discussed effective email
found that employees in geographically communication. Participants then took
dispersed teams frequently returned to part in role-playing exercises in which
their inbox to find that emails had piled they had to filter, categorize and respond
up whilst they were on the move or in to fictional emails designed to reflect
meetings , thus leading to increased common problems such as newsletters,
overload. spams or poorly written emails. After
each exercise, participants received
Possible interventions
feedback from the trainer and discussed
Most studies have focused on their actions with peers. In the final part,
interventions targeted at reducing email the trainer displayed examples of poorly
overload. Email overload is based not written emails and debated
only on email volumes but also on users' recommendations for best practices. As a
ability to handle their emails (Dabbish take-away activity, participants had to
and Kraut, 2006). Reducing feelings of draft an email policy that they could
email overload could be done by either circulate among their colleagues or team
reducing the amount of incoming members. Following the training,
information or enhancing recipients' participants had greater knowledge of
information processing capabilities email functions and applied them more
(Soucek and Moser, 2010, p. 1459). in their jobs, which reduced strain and
Regarding the former, studies have improved productivity. Although the
suggested that organizations should volume of emails did not change post-
design and circulate email guidelines to training, participants were able to cope
encourage users to limit the amount of with this volume because of enhanced
emails they send (Soucek and Moser, information processing abilities.
2010). As informational emails sent by
Finally, organizations could try to
the organization contribute to email
promote a culture with a high
overload, these types of emails could
perception of email as a business critical
instead be sent via alternative channels,
tool (Sumecki et al., 2011, p. 413), as
such as an intranet or an RSS news feed
more positive views towards email can
rather than sending email blasts that
also mitigate feelings of email overload
necessitate action by every employee
(2011). Organizations could also assess
(Mark et al., 2012, p. 10).
information overload in order to help
In order to enhance users' abilities to individuals who are most at risk of
deal with email overload, training becoming overloaded (Karr-Wisniewski
interventions could be designed and and Lu, 2010). Furthermore, technical
implemented (Burgess et al., 2005; solutions could be implemented by
Jackson and Lichtenstein, 2011; Soucek adding task management features in
and Moser, 2010). A comprehensive email applications (Bellotti et al., 2005),
training intervention designed by Soucek setting email applications to check
and Moser (2010) consisted of improving incoming messages less frequently
peoples ability to use email features such (Dabbish and Kraut, 2006) or even
as filters, improving personal workflow sharing the email volume with a personal
and enhancing the quality of written assistant, a crowdsourced assistant or an
emails. Trainers first demonstrated algorithm (Kokkalis et al., 2013).
As overload can also be the result of excess attention) are particularly

poorly formulated emails or amenable to misunderstanding and
misunderstandings (Jackson et al., 2006), conflict.
we now discuss the organizational
Although it is generally accepted that
outcomes and interventions associated
miscommunication impairs individual
with poor communication.
and team effectiveness, limited empirical
2.4. Poor Communication study has focused on outcomes of
computer-mediated misunderstandings.
Organizational Outcomes
However, research has shown that when
The literature suggests that there are two virtual teams are distributed, a degree of
main ways in which employee and situation invisibility exists as
organizational functioning can be communication partners are less aware
interrupted by poor communication. of contextual factors in their partners
Firstly, individuals may misunderstand environment (Cramton, Orvis and
the messages they receive through ICTs Wilson, 2007). This has implications for
which can produce frustration, stress virtual team outcomes as teams have
(Day, Scott and Kelloway, 2010) and poor reported lower social cohesion and
decisions (Jackson and Van den Hooff, satisfaction when situation invisibility
2012). Secondly when employees are exists (Cramton et al., 2007). When
subjected to online communications employees are less aware of their
perceived as uncivil or aggressive it can communication partners environment,
produce detrimental individual-level and they are more likely to make
organizational-level outcomes, including dispositional attributions about negative
reduced wellbeing and turnover partner behavior than situational
intentions (Baruch, 2005; Giumetti, attributions (Walther, Boos and Jonas,
Hatfield, Scisco, Schroeder, Muth and 2002). Dispositional attributions occur
Kowalski, 2013). when behavior is attributed to an
A significant body of literature has individuals personality, whereas
focused on how ICT produces situational attributions are made when
understanding costs for employees (Daft behavior is believed to stem from a
and Lengel, 1986; Kock, 2004; Sproull and persons environment. Walther et al.
Kiesler, 1986). Byron (2008) suggests that (2002) found that unwarranted
the primary outcome of dispositional attributions were linked to
miscommunication via email is a lower task performance and lower
reduction in the quality of interpersonal relational attraction. These unwanted by-
relationships, which are integral to products of distributed communication
organizational functioning. Although, may be less problematic when
Byron (2008) also speculated that communication is fairly infrequent and
miscommunication may inhibit task facilitates the completion of simple tasks.
performance when positive feedback is However, it has been suggested that even
interpreted as emotionally neutral by a synchronous media, such as video
subordinate. In similar vein, Friedman conferencing should not be used for
and Currall (2003) developed a discussing controversial topics or
framework that outlines how structural creative ideas (Panteli and Dawson, 2001),
elements of email communication as it encourages more formal
(including diminished feedback and communication whereby it is difficult to
build chemistry and rapport. outlined the costs of offline incivility,

Poor communication also encompasses which included decreased work effort,
negative interpersonal communication, decreased attendance, reduced work
including cyber incivility (Lim and Teo, quality, reduced organizational
2009), cyberaggression (Weatherbee and commitment, reduced time spent
Kelloway, 2006) and cyberbullying working due to worrying and increased
(Privitera and Campbell, 2009). Cyber turnover intentions. Yet online
incivility has been defined as harassment may more readily undermine
communicative behavior exhibited in effectiveness because online acts are
computer-mediated interactions that more visible which may affect an
violate workplace norms of mutual organizations reputation. For instance, in
respect (Lim and Teo, 2009, p.419). April 2014 it was reported that one in five
Several studies have demonstrated how British workers had criticized their boss
cyber incivility can reduce organizational on social networking sites (The Metro,
effectiveness by depleting employee 2014). Furthermore, cyber harassment
resources. Giumetti et al. (2013) can be anonymous and it can affect
conducted a within subjects experiment employees outside working hours, which
whereby participants completed math can heighten fear of future harassment as
tasks whilst interacting electronically experiencing unwanted messages from
with a supportive and an unsupportive an unknown perpetrator produces
supervisor. The results showed that greater ambiguity (Ford, 2013).
individuals reported higher negative Possible interventions
affect, lower energy and lower task
Several interventions geared towards
performance in the uncivil condition. A
improving communication have involved
field study identified similar findings, as
employee training. Jackson, Burgess and
experiencing day-specific cyber incivility
Edwards (2006) administered a
was associated with greater distress on
questionnaire to Plc employees to
that work day which persisted until the
identify difficulties associated with
following work day (Park, Fritz & Jex,
sending and receiving emails. Sender
2015).
training was then administered to
Workplace cyberbullying has also been employee groups within the organization
linked to detrimental outcomes. which involved targeting emails, getting
Cyberbullying differs from cyber the message across and using an effective
incivility as it involves repeatedly subject line. The results showed that
experiencing negative behaviors from a there was a significant improvement in
more powerful perpetrator the overall quality of messages received
(Heatherington and Coyne, 2014). by recipients as a result of the training.
Cyberbullying has been associated with Most notably, the training has a
intention to quit (Baruch, 2005), significant impact on email clarity as
frustration, anxiety and vengefulness recipients reported that emails were
(Hong, Chien-Hou, Hwang, Hu and Chen, better written, easier to read and more to
2014) and lower job satisfaction (Farley, the point after training. Jackson and
Coyne, Sprigg, Axtell and Subramanian, colleagues (2006) estimated that the
2015; Snyman and Loh, 2015). training could save the company 3,071
A study by Porath and Pearson (2010) per day or 737,000 per year thanks to the
reduced time spent reading more
efficient emails. Organizations that rely particularly relevant for volatile virtual
heavily on email communication should teams, as it aims to help work units
therefore consider implementing email identify ways to reduce incivility
training as these results suggest it may (Osatuke, Moore, Ward, Dyrenforth and
produce significant financial savings. Belton, 2009). This is done by helping
Organizations should also consider workgroups develop and implement their
whether employees would benefit from own intervention, rather than imposing
video conferencing training. Panteli and an intervention upon them.
Dawson (2001) reviewed video Organizations struggling with cyber
conferencing training in a multinational incivility may consider the method as
oil company to find that 90% of studies demonstrate that CREW training
employees who received the training felt reduces face-to-face incivility,
competent using video technology to absenteeism and burnout (Leiter,
communicate post-intervention. Laschinger, Day and Oore, 2011; Osatuke
et al., 2009).
When virtual teams are highly prevalent
within organizations, managers should A further strategy concerns the
also consider implementing training for implementation of organizational
virtual team members. Rosen et al. (2006) policies that prohibit negative ICT
surveyed 440 organizations to identify communication. West et al. (2014)
best practice in virtual team training, interviewed human resources
although more than 60% of the 440 professionals on the effectiveness of
organizations surveyed for the study did cyberbullying policies. All interviewees
not provide any training at all. reported that their organization had
Practitioners seeking to develop virtual some form of workplace harassment
team training may consider including policy, however respondents noted that
content on sensitivity to cultural even when their organizations policy
differences and creating a team mission covered cyberbullying, training was
statement as a comparison of effective needed to heighten awareness.
compared to less effective training Organizations may also consider
demonstrated that more effective virtual developing social media policies. The
team training incorporated these aspects popular press has coined the term
(Rosen et al., 2006). Facebook Fired to refer to instances
where employees have been sacked from
At present there is limited available their jobs as a result of posting on social
research on organizational interventions media (Schmidt and OConnor, 2015). To
designed to address workplace cyber prevent such occurrences, Schmidt and
harassment. Nonetheless researchers OConnor (2015) suggest organizations
have suggested that CREW (civility, craft clear policies that do not overly
respect and engagement at work) training restrict employees and include examples
could be adapted by practitioners to of prohibited wrongdoing.
cover cyber communication (Giumetti et
al., 2013; Park et al., 2015). CREW is an 3. SUMMARY OF FINDINGS
intervention designed to reduce
The key findings from this review are
acceptance of uncivil behaviors whereby
summarized in Figure 1 for each of the
workgroups attend weekly meetings to
four dimensions. In addition to this
learn civil ways of interacting. It may be
figure, we now provide a summary of the
key findings across all dimensions. cognitive burnout, health-related

Organizational outcomes absenteeism and cause poorer sleep
quality (Barber and Santuzzi, 2015). The
As noted in this review, some demands 24/7 availability increases work-life
created by ICTs are just plain detrimental conflict and work-life imbalance (Derks
to organizational performance. Cyber et al., 2015; Diaz et al., 2012; Matusik and
forms of harassment can deplete Mickel, 2011; Wright et al., 2014),
employee resources, reduce positive outcomes which have been associated
affect and increase distress (Giumetti, et with job burnout (Wright et al., 2014).
al; Park et al, 2015) Poor communication This paradox is intriguing, as employees
in general can create misunderstandings are often aware of these tradeoffs and
which may cause frustration, stress, (Day often embrace the introduction of some
et al, 2010) poor decisions (Jackson and these technologies rather than resisting it
Van den Hooff, 2012) or weaker (Cavazotte et al., 2014; Mazmanian, 2013).
interpersonal relationships (Byron 2008).
In addition, employees can take from 64 Possible interventions
seconds to 15 minutes to recover from an To tackle some of these outcomes, this
email interruption and reengage in their review discussed several possible
primary task (Jackson et al., 2001; Van interventions suggested in previous
Solingen et al., 1998), and knowledge studies. First, training interventions
workers might lose up to 28 minutes of could be implemented to improve email
their workday because of interruptions quality, clarity and efficiency (Jackson et
(Gupta and Sharda, 2008). Similarly, those al., 2006), to tackle email overload
being overloaded by emails experience (Soucek and Moser, 2010), to reduce
reduced task coordination and cyber incivility (Giumetti et al., 2013) or
productivity (Dabbish and Kraut, 2006; to prepare for ICT-related work-life
Karr-Wisniewski and Lu, 2010). conflict (Leonardi et al., 2010). The
However, some demands act as a review discussed some content proposed
double-edged sword (Dn-Nagy, 2014) in these training interventions such as
by increasing organizational role-playing activities or commented
performance under certain examples.
circumstances, but at a personal cost. On Organizational policies could also be
one hand, performance might be designed to mitigate the negative
increased by interruptions carrying outcomes identified. The impact of these
work-related information or a higher demands on productivity should be
volume of work-related emails (Mano and assessed in the organization (Al-Dabbagh
Mesch, 2010). Individuals having access et al., 2014), then collectively discussed
to ICT outside working hours might feel (Barber and Santuzzi, 2015). Researchers
empowered by devices such as have suggested that organizations should
BlackBerrys resulting in a greater sense then decide on which behaviors to
of satisfaction, professionalism, promote and which to restrict (Matusik
productivity, autonomy, control and Mickel, 2011). Depending on the
(Cavazotte et al., 2014; Day et al., 2012; results of internal surveys, discussions
Matusik and Mickel, 2011). On the other and debates, policies could be designed;
hand, ICT response expectations have indeed the review discussed some
been found to increase physical and examples such as guidelines or
restrictions.
Figure 1: Summary of key findings

RESPONSE EXPECTATIONS WORKLOAD
Organizational outcomes Organizational outcomes
- Some interruptions might increase - The more emails, the longer the
performance (Mano and Mesch, workday and the greater the feelings
2010; Addas and Pinsonneault, 2015; of overload (Barley et al., 2011).
Speier et al., 2003). - Receiving plenty of work-related
- Yet it takes time to recover from emails can increase work
interruptions (Jackson et al., 2001; effectiveness but also stress and
Gupta and Sharda, 2008). distress (Mano and Mesch, 2010).
- And these response expectations - Information overload can lead to
can lead to detrimental health lowered productivity (Karr-
effects (Barber and Santuzzi, 2015). Wisniewski and Lu, 2010; Dabbish
Possible interventions and Kraut, 2006).
- Increase the message checking Possible interventions
frequency (Gupta et al., 2011, - Train employees to improve their
Jackson et al., 2001). use of emails in order to deal with
- Avoid synchronous messages if not email overload (Burgess et al., 2005;
needed (Gupta et al., 2013). Jackson and Lichtenstein, 2011).
- Assess interruptions impact on - Circulate guidelines encouraging
productivity within the organization users to limit the amount of emails
(Al-Dabbagh et al., 2014). they send (Soucek and Moser, 2010).
CONSTANT AVAILABILITY POOR COMMUNICATION

Organizational outcomes Organizational outcomes
- Constant availability can also cause - Misunderstood messages can lead to
work-life imbalance and conflicts frustration, stress and poor
(Derks et al., 2015; Diaz et al., 2012, decisions (Jackson and Van den
Wright et al., 2014). Hoof, 2012).
- Although employees are aware of - Cyber incivility increases distress,
these problems, they often choose to decreases task performance and
remain constantly available and feel reduces energy (Giumetti et al.,
more productive and professional by 2013; Park et al., 2015).
doing so (Cavazotte et al., 2014; - Cyberbullying is linked to increased
Matusik and Mickel, 2011). turnover intentions, anxiety and
Possible interventions frustration (Baruch, 2005; Hong et
- Help employees to deal with work- al., 2014).
life conflicts with support groups, Possible interventions
collective discussions or training - Train employees to write clearer
(Leonardi et al., 2010; Barber and emails (Jackson et al., 2006).
Santuzzi, 2015). - Train employees about civility,
- Discourage or ban work respect and engagement at work
communication beyond working (Osatuke et al., 2009).
hours (Wright et al., 2014). - Implement cyberbullying policies
(West et al., 2014).
Finally, we discussed what can be done at organizational interventions that can

an individual level. For example, offset the negative consequences of ICT.
managers could act as role models in In doing so, we theoretically link the
terms of constant availability by demands from ICT, their organizational
refraining from sending messages consequences and possible
beyond working hours (Derks et al., 2015) organizational interventions. This takes
or individuals could change the setup of the literature forward by explicitly
their email software in order to tackle focusing on interventions rather than just
ICT interruptions (Addas and on the demands of ICT or their
Pinsonneault, 2015; Jackson et al., 2006). consequences. Finally, in reporting
Having summarized the key findings systematically on the state of the current
across the four dimensions, we now literature we are able to suggest
discuss their implications for research as directions where future research should
well as key gaps in this literature. direct its efforts to further develop the
area of negative consequences of ICT
4. IMPLICATIONS FOR RESEARCH communication.
The current digital environments that Specifically, the review highlighted the
individuals face at work places demands double-edged nature of ICT in that some
on them that are potentially detrimental productivity benefits also come at a
to performance and well-being (Tarafdar personal cost. This paradox could be
et al., 2015b). Although research is further investigated if studies on ICT and
beginning to examine some of these productivity were to systematically
issues, there is a need to theoretically include well-being-related outcomes.
structure these dark side ICT related Looking at both productivity and well-
phenomena in order to (1) understand being emphasizes that organizational
what we already know about them and to effectiveness is about both people and
(2) provide directions for future research. performance. This paper also discussed
This paper tackles these two objectives innovative and clear suggestions for
from the point of view of ICT practice identified by other researchers.
communication in organizations. Future studies could follow the example
Specifically it accomplishes the following of some of the papers cited to improve
objectives. One, current studies examine their recommendations for practice. We
different kinds of impacts of ICT such as suggest that the implications for practice
loss of employee control (Mazmanian et section should be considered key here.
al., 2013) and poor performance These suggestions for practice could then
(Tarafdar et al., 2015a). However these be investigated in other research studies
studies look at disparate characteristics such as quasi experiments. For example,
of and expectations from IT use without studies have suggested that training
providing an integrated understanding of interventions might be designed to tackle
these demands. By focusing on four key email overload, and Burgess and
characteristics of ICT communication, colleagues (2005) successfully built upon
this paper looks at the different demands this suggestion by designing an actual
and their possible organizational training intervention and by evaluating
consequences in an integrated manner, its outcomes. Some interventions
thus providing theoretical structure to discussed in this paper such as email
this phenomenon. Two, we identify the guidelines or interventions on cyber
harassment are yet to be investigated in need to know. In terms of constant

practice. These studies have much to availability, both employee and employer
bring to both research and practice. have a responsibility to set personal and
Finally, most ICT methods leave behind a organizational guidelines about accessing
trail of their existence, which presents email and other forms of ICT outside of
opportunities for researchers as it may be working hours. The research evidence is
possible to identify objective instances of clear that this 24-7 culture is damaging
overload, interruption or cyber peoples health and relationships outside,
harassment and determine their as well as their productivity. The
subsequent impact on organizational reactions from those concerned about
effectiveness. In this paper, we reviewed this have led some employers to shut
experimental research which down servers at the weekends and to
demonstrated that interacting with an create email free times during the week.
uncivil supervisor was associated with The very least employers should do is
lower task performance (Giumetti et al., create guidelines and diktats which
2013). This suggests that there is potential encourage people to be email free
for field studies that can use objective during non-work time unless absolutely
indicators of overload or interruption necessary. In respect of the impact of
(e.g. number or volume of emails ICT on workloads, we would encourage
received) and how they are linked with people to severely limit the ccing of
subsequent indicators of employee health people into emails, let the recipient know
and performance. the priority of the email, train people on
email filtering or archiving, develop a
5. IMPLICATIONS FOR PRACTICE AND detailed email policy and encourage
CONCLUSIONS employees to check their emails less
We have reviewed four aspects of ICT frequently and not in the evening or on
communication that affect the health and holiday unless absolutely necessary.
performance of employees: expectations Finally, there are a range of practical
that they should respond immediately to implications to minimize the risk of
communications, 24-7 availability, misunderstandings. Many organizations
increased workload and the potential for are now stopping email communications
poor communication. There are a within the same building to encourage
number of potential interventions that colleagues to meet face to face, as this
could minimize the nefarious aspects of can minimize communication difficulties
these downsides. Regarding response and promote team building. Guidelines
expectations, employees could be trained should also emphasize that difficult
to let recipients know whether their conversations (e.g., about job loss,
email is a priority so that recipients can promotions, performance management)
determine when they need to respond should not be done by any form of ICT.
and can then prioritize their workload. Another worrying trend alluded to earlier
Furthermore, longer message checking is the increase in cyberbullying, so
intervals can enable people to get on with training that addresses this (i.e. the
their primary work, rather than CREW programme), should be
constantly tuning in. Also employees considered by employers if they identify
should be discouraged from reply to all this as an increasing problem area. As
and not cc people who really have no much as possible when it comes to
difficult or complex or nuanced
conversations they should be done by Baruch, Y., 2005. Bullying on the net: Adverse
face to face communications or at the behavior on e-mail and its
impact. Information &
very least video conferencing. Management, 42, 361-371.
In summary, senior management should doi:10.1016/j.im.2004.02.001
be responsible for ICT guidelines, BBC News., 2014. Managers work extra day per
employer expectations, encouraging week in unpaid overtime. Retrieved
better work-life balance and minimizing from
http://www.bbc.co.uk/news/business-
the potential negative effects of poor use 28220312.
of ICT. As Einstein once wrote about
Bellotti, V., Ducheneaut, N., Howard, M.,
technology I fear the day that
Smith, I., Grinter, R.E., 2005. Quality
technology will surpass our human Versus Quantity: E-Mail-Centric Task
interaction the world will have a Management and Its Relation With
generation of idiots. Technology can be Overload. Human-Computer
an enormously important tool but we Interaction 20, 89138.
doi:10.1207/s15327051hci2001&2_4
need to manage it rather than it manage
us! Boswell, W.R., Olson-Buchanan, J.B., 2007. The
use of communication technologies
after hours: The role of work attitudes
and work-life conflict. Journal of
REFERENCES Management 33, 592610.
Addas, S., Pinsonneault, A., 2015. The many Burgess, A., Jackson, T., Edwards, J., 2005.
faces of information technology Email training significantly reduces
interruptions: a taxonomy and email defects. International Journal of
preliminary investigation of their Information Management 25, 7183.
performance effects. Info Systems J 25, doi:10.1016/j.ijinfomgt.2004.10.004
231273. doi:10.1111/isj.12064
Byron, K., 2008. Carrying too heavy a load? The
Al-Dabbagh, B., Sylvester, A., Scornavacca, E., communication and
2014. To connect or disconnectthat is miscommunication of emotion by
the question: ICT self-discipline in the email. Academy of Management
21st century workplace. ACIS. Review, 33, 309-327.
doi:10.5465/AMR.2008.31193163
Ayyagari, R., Grover, V., Purvis, R., 2011.
Technostress: Technological Cavazotte, F., Heloisa Lemos, A., Villadsen, K.,
Antecedents and Implications. MIS 2014. Corporate smart phones:
Quarterly 35, 831858. professionals conscious engagement in
escalating work connectivity. New
Bailey, D.E., Kurland, N.B., 2002. A review of
Technology, Work and Employment 29,
telework research: findings, new
7287.
directions, and lessons for the study of
modern work. Journal of Cramton, C. D., Orvis, K. L., Wilson, J. M.,
Organizational Behavior 23, 383400. 2007. Situation invisibility and
doi:10.1002/job.144 attribution in distributed
collaborations. Journal of Management,
Barber, L.K., Santuzzi, A.M., 2015. Please
33, 525-546.
Respond ASAP: Workplace Telepressure
doi: 10.1177/0149206307302549
and Employee Recovery. Journal of
Occupational Health Psychology 20, Currie, J., Eveline, J., 2011. E-technology and
172189. doi:10.1037/a0038278 work/life balance for academics with
young children. Higher Education, 62,
Barley, S.R., Meyerson, D.E., Grodal, S., 2011.
533-550. doi: 10.1007/s10734-010-9404-9
E-mail as a Source and Symbol of
Stress. Organization Science 22, 887 Daft, R. L., Lengel, R. H., 1986. Organizational
906. information requirements, media
richness and structural design.
Management Science, 32, 554-571. trainee doctors. Medical education, 49,

436-443. DOI: 10.1111/medu.12666
Dabbish, L.A., Kraut, R.E., 2006. Email
overload at work: an analysis of factors Ford, D. P., 2013. Virtual harassment: media
associated with email strain, in: characteristics' role in psychological
Proceedings of the 2006 20th health. Journal of Managerial
Anniversary Conference on Computer Psychology, 28, 408-428.
Supported Cooperative Work. ACM, pp. http://dx.doi.org/10.1108/JMP-12-2012-
431440. 0398
Day, A., Scott, N., Kelloway, E. K., 2010. Friedman, R. A., & Currall, S. C., 2003. Conflict
Information and communication Escalation: Dispute Exacerbating
technology: Implications for job stress Elements of Email Communication.
and employee well-being. In P. Human Relations, 56, 1325-1347.
Perrewe., D. Ganster (Eds), New doi: 10.1177/00187267035611003
developments in theoretical and
Gajendran, R.S., Harrison, D.A., 2007. The
conceptual approaches to job stress:
Good, the Bad, and the Unknown About
Research in occupational stress and
Telecommuting: Meta-Analysis of
well being 8, 317350. Burlington, VT:
Psychological Mediators and Individual
Emerald Group Publishing Ltd.
Consequences. Journal of Applied
Day, A., Paquet, S., Scott, N., Hambley, L., Psychology 92, 15241541.
2012. Perceived information and
Giumetti, G.W., Hatfield, A.L., Scisco, J.L.,
communication technology (ICT)
Schroeder, A.N., Muth, E.R., Kowalski,
demands on employee outcomes: The
R.M., 2013. What a rude e-mail!
moderating effect of organizational ICT
Examining the differential effects of
support. Journal of Occupational
incivility versus support on mood,
Health Psychology 17, 473.
energy, engagement, and performance
Dn-Nagy, I., 2014. A double-edged sword?: a in an online context. Journal of
critical evaluation of the mobile phone Occupational Health Psychology 18,
in creating worklife balance. New 297309. doi:10.1037/a0032851
Technology, Work and Employment 29,
Gupta, A., Li, H., Sharda, R., 2013. Should I
193211.
send this message? Understanding the
Derks, D., van Duin, D., Tims, M., Bakker, A.B., impact of interruptions, social
2015. Smartphone use and workhome hierarchy and perceived task
interference: The moderating role of complexity on user performance and
social norms and employee work perceived workload. Decision Support
engagement. Journal of Occupational Systems 55, 135145.
and Organizational Psychology 88, 155 doi:10.1016/j.dss.2012.12.035
177. doi:10.1111/joop.12083
Gupta, A., Sharda, R., 2008. SIMONE: A
Diaz, I., Chiaburu, D.S., Zimmerman, R.D., Simulator for Interruptions and
Boswell, W.R., 2012. Communication Message Overload in Network
technology: Pros and cons of constant Environments. International Journal of
connection to work. Journal of Simulation and Process Modelling 4,
Vocational Behavior 80, 500508. 237247.
doi:10.1016/j.jvb.2011.08.007
Gupta, A., Sharda, R., Greve, R.A., 2011. Youve
Eden, D., 2001. Vacations and other respites: got email! Does it really matter to
Studying stress on and off the job. In C. process emails now or later?
L. Cooper., I. T. Robertson (Eds.), Information Systems Frontiers 13, 637
International review of industrial and 653.
organizational psychology, 121146. doi:http://dx.doi.org/10.1007/s10796-
Chichester, England: Wiley. 010-9242-4
Farley, S., Coyne, I., Sprigg, C., Axtell, C., Heatherington, W., Coyne, I., 2014.
Subramanian, G., 2015. Exploring the Understanding individual experiences
impact of workplace cyberbullying on of cyberbullying encountered through
work. International Journal of EmailValet: managing email overload

Organization Theory and Behaviour, 17, through private, accountable
163-192. crowdsourcing, in: Proceedings of the
2013 Conference on Computer
Hong, J. C., Chien-Hou, L., Hwang, M. Y., Hu,
Supported Cooperative Work. ACM, pp.
R. P., Chen, Y. L., 2014. Positive affect
12911300.
predicting worker psychological
response to cyber-bullying in the high- Kushlev, K., Dunn, E.W., 2015. Checking email
tech industry in Northern less frequently reduces stress.
Taiwan. Computers in Human Computers in Human Behavior 43, 220
Behavior, 30, 307-314. 228. doi:10.1016/j.chb.2014.11.005
doi:10.1016/j.chb.2013.09.011
Leiter, M. P., Laschinger, H., Day, A., Oore, D.,
Jackson, T.W, Dawson, R., Wilson, D., 2001. The 2011. The impact of civility
cost of email interruption. Journal of interventions on employee social
Systems and Information Technology 5, behavior, distress, and attitudes.
8192. Journal of Applied Psychology, 96,
12581274.
Jackson, T.W., Burgess, A., Edwards, J., 2006. A
simple approach to improving email Leonardi, P.M., Treem, J.W., Jackson, M.H.,
communication. Communications of 2010. The Connectivity Paradox: Using
the ACM 49, 107109. Technology to Both Decrease and
Increase Perceptions of Distance in
Jackson, T.W., Dawson, R.J., Wilson, D., 2003.
Distributed Work Arrangements.
Breaking Bad Habits: The Negative
Journal of Applied Communication
Effect of Email and Instant Messaging
Research 38, 85105.
on the Workplace, in: Khosrow-Pour,
doi:10.1080/00909880903483599
M. (Ed.), Information Technology &
Organisations: Trends, Issues, Li, H., Gupta, A., Luo, X., Warkentin, M., 2011.
Challenges & Solutions. Idea Group, Exploring the impact of instant
Hershey, USA, pp. 399401. messaging on subjective task
complexity and user satisfaction. Eur J
Jackson, T.W., Lichtenstein, S., 2011.
Inf Syst 20, 139155.
Optimising e-mail communication: the
doi:10.1057/ejis.2010.59
impact of seminar- and computer-
based training. International Journal of Lim, V. K., Teo, T. S., 2009. Mind your E-
Internet and Enterprise Management 7, manners: Impact of cyber incivility on
197216. doi:10.1504/IJIEM.2011.039915 employees work attitude and behavior.
Information & Management, 46, 419-
Jackson, T. W., Van den Hooff, B., 2012.
425.
Understanding the Factors that Effect
Information Overload and Lundberg, U., Lindfors, P., 2002.
Miscommunication within the Psychophysiological reactions to
Workplace. Journal of Emerging Trends telework in female and male white-
in Computing and Information collar workers. Journal of Occupational
Sciences, 3, 1240-1252. Health Psychology, 7, 354364.
Karr-Wisniewski, P., Lu, Y., 2010. When more is Madden, M. and Jones, S. (2008), Networked
too much: Operationalizing technology workers, Pew Research Center,
overload and exploring its impact on Washington, D.C., 24 September,
knowledge worker productivity. available at:
Computers in Human Behavior 26, www.pewinternet.org/2008/09/24/netwo
10611072. rked-workers/
Kock, N., 2004. New Theory of Computer- Mano, R.S., Mesch, G.S., 2010. E-mail
Mediated Communication Based on characteristics, work performance and
Darwinian Evolution, Organization distress. Computers in Human
Science, 15, 327-348. Behavior 26, 6169.
doi:10.1016/j.chb.2009.08.005
Kokkalis, N., Khn, T., Pfeiffer, C., Chornyi, D.,
Bernstein, M.S., Klemmer, S.R., 2013. Mark, G., Voida, S., Cardello, A., 2012. A pace
not dictated by electrons: an empirical Roles of Resources at Work and Home.

study of work without email, in: Journal of Management. Available
Proceedings of the SIGCHI Conference online ahead of print.
on Human Factors in Computing doi:10.1177/0149206315576796
Systems. ACM, pp. 555564.
Palvalin, M., Lnnqvist, A., & Vuolle, M. (2013).
Matusik, S.F., Mickel, A.E., 2011. Embracing or Analysing the impacts of ICT on
embattled by converged mobile knowledge work productivity. Journal
devices? Users experiences with a of Knowledge Management, 17, 545-
contemporary connectivity technology. 557. doi: http://dx.doi.org/10.1108/JKM-
Human Relations 64, 10011030. 03-2013-0113
doi:10.1177/0018726711405552
Porath, C. L., Pearson, C. M., 2010. The cost of
Mazmanian, M., 2013. Avoiding the Trap of bad behavior. Organizational
Constant Connectivity: When Dynamics, 39, 64-71.
Congruent Frames Allow for doi:10.1016/j.orgdyn.2009.10.006
Heterogeneous Practices. Academy of
Privitera, C., Campbell, M. A. 2009.
Management Journal 56, 12251250.
Cyberbullying: The new face of
doi:10.5465/amj.2010.0787
workplace bullying?. CyberPsychology
Mazmanian, M., Orlikowski, W.J., Yates, J., & Behavior, 12, 395-400.
2013. The Autonomy Paradox: The doi:10.1089/cpb.2009.0025
Implications of Mobile Email Devices
Rosen, B., Furst, S., Blackburn, R., 2006.
for Knowledge Professionals.
Training for virtual teams: An
Organization Science 24, 13371357.
investigation of current practices and
doi:10.1287/orsc.1120.0806
future needs. Human Resource
Office for National Statistics., 2009. Statistical Management, 45, 229-247.
Bulletin: E-commerce and ICT 2009. DOI: 10.1002/hrm.20106
Retrieved from:
Schmidt, G. B., OConnor, K. W., 2015. Fired for
www.statistics.gov.uk/pdfdir/ecom1110.
Facebook: Using NLRB guidance to
pdf
craft appropriate social media
Osatuke, K., Moore, S. C., Ward, C., policies. Business Horizons. Available
Dyrenforth, S. R., Belton, L., 2009. online ahead of print.
Civility, Respect, Engagement in the
Snyman, R., Loh, J. M., 2015. Cyberbullying at
Workplace (CREW): Nationwide
work: The mediating role of optimism
organization development intervention
between cyberbullying and job
at Veterans Health Administration.
outcomes. Computers in Human
Journal of Applied Behavioral Science,
Behavior, 53, 161-168.
45, 384410.
doi:10.1016/j.chb.2015.06.050
doi: 10.1177/0021886309335067
Soucek, R., Moser, K., 2010. Coping with
Panteli, N., Dawson, P., 2001. Video
information overload in email
conferencing meetings: changing
communication: Evaluation of a
patterns of business communication.
training intervention. Computers in
New Technology, Work and
Human Behavior, Online Interactivity:
Employment, 16, 88-99.
Role of Technology in Behavior Change
DOI: 10.1111/1468-005X.00079
26, 14581466.
Park, Y., Fritz, C., Jex, S. M., 2011. doi:10.1016/j.chb.2010.04.024
Relationships between work-home
Speier, C., Vessey, I., Valacich, J.S., 2003. The
segmentation and psychological
effects of interruptions, task
detachment from work: the role of
complexity, and information
communication technology use at
presentation on computer-supported
home. Journal of Occupational Health
decision-making performance.
Psychology, 16, 457-467.
Decision Sciences 34, 771797.
Park, Y., Fritz, C., Jex, S. M., 2015. Daily Cyber
Sproull, L., Kiesler, S., 1986. Reducing social
Incivility and Distress The Moderating
context cues: Electronic mail in
Organizational Communication, of Cyberdeviancy: CyberAggression in

Management Science, 32, 1492-1512. the Workplace. In E. K. Kelloway., J.
doi:10.2307/2631506 Barling., J. J. Hurrell (Eds.), Handbook
of Workplace Violence. 445487.
Sumecki, D., Chipulu, M., Ojiako, U., 2011.
Thousand Oaks, CA: Sage Publications,
Email overload: Exploring the
Inc.
moderating role of the perception of
email as a business critical tool. West, B., Foster, M., Levin, A., Edmison, J.,
International Journal of Information Robibero, D., 2014. Cyberbullying at
Management 31, 407414. Work: In Search of Effective Guidance.
doi:10.1016/j.ijinfomgt.2010.12.008 Laws, 3, 598-617.
Tarafdar, M., Gupta, A., Turel, O., 2015a. The Wright, K.B., Abendschein, B., Wombacher, K.,
Dark Side of Information Technology OConnor, M., Hoffman, M., Dempsey,
Use: Introduction to the Special Issue M., Krull, C., Dewes, A., Shelton, A.,
and a Research Framework. Info 2014. Work-Related Communication
Systems J 25, 161170. Technology Use Outside of Regular
doi:10.1111/isj.12070 Work Hours and Work Life Conflict The
Influence of Communication
Tarafdar, M., Pullins, E.B., Ragu-Nathan, T.S.,
Technologies on Perceived Work Life
2015b. Technostress: negative effect on
Conflict, Burnout, Job Satisfaction, and
performance and possible mitigations.
Turnover Intentions. Management
Info Systems J 25, 103132.
Communication Quarterly 28, 507530.
doi:10.1111/isj.12042
doi:10.1177/0893318914533332
Tarafdar, M., Qiang Tu, Ragu-Nathan, B.S.,
Ragu-Nathan, T.S., 2007. The Impact of
Technostress on Role Stress and
Productivity. Journal of Management
Information Systems 24, 301328.
The Metro., 2014. Mozilla chief Brendan Eich
resigns: Can you criticise your boss on
Twitter? Retrieved from:
http://metro.co.uk/2014/04/03/mozilla-
chief-brendan-eich-resigns-can-you-
criticise-your-boss-on-twitter-4688332/
The Weekend Australian., 2007. More
weekends spent in office. Careers, p.
11.
Van Solingen, R., Berghout, E., Van Latum, F.,
1998. Interrupts: just a minute never is.
IEEE software 97103.
Waller, A.D., Ragsdell, G., 2012. The impact of
e-mail on work-life balance. Aslib
Proceedings 64, 154177.
doi:http://dx.doi.org/10.1108/000125312
11215178
Walther, J. B., Boos, M., Jonas, K. J. 2002.
Misattribution and attributional
redirection in distributed virtual
groups. HICSS. Proceedings of the 35th
Annual Hawaii International
Conference on System Sciences. IEEE.
doi: 10.1109/HICSS.2002.994427
Weatherbee, T. G., Kelloway, E. K., 2006. A Case

Xinformation and Communication Job Demands

Hochgeladen von

Dokumentinformationen

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Xinformation and Communication Job Demands

Hochgeladen von

Copyright:

Verfügbare Formate

Journal of Organizational Effectiveness,

People and Performance

INFORMATION AND COMMUNICATION TECHNOLOGY DEMANDS:

Keywords: Information and Communication Technology (ICT), Organizational communication, Email,

1. INTRODUCTION slow internet speed) could inhibit task

2.1. Response Expectations of task at hand, as well as how

Santuzzi, 2015). Response expectations necessity of their jobs (Waller and

et al., 2015). Nevertheless, individuals empowered by these technologies and be

workers might also be more at risk of techniques such as email filtering or

As overload can also be the result of excess attention) are particularly

build chemistry and rapport. outlined the costs of offline incivility,

key findings across all dimensions. cognitive burnout, health-related

Figure 1: Summary of key findings

CONSTANT AVAILABILITY POOR COMMUNICATION

Finally, we discussed what can be done at organizational interventions that can

harassment are yet to be investigated in need to know. In terms of constant

Management Science, 32, 554-571. trainee doctors. Medical education, 49,

work. International Journal of EmailValet: managing email overload

not dictated by electrons: an empirical Roles of Resources at Work and Home.

Organizational Communication, of Cyberdeviancy: CyberAggression in

Das könnte Ihnen auch gefallen