The Proximity Paradox: How Distributed Work Affects Relationships and Control

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dc.contributor.authorDownes, Rebecca
dc.date.accessioned2020-01-04T07:13:37Z
dc.date.available2020-01-04T07:13:37Z
dc.date.issued2020-01-07
dc.description.abstractInterview data is used to examine how managers enact organizational control when separated from their direct reports by geographic distance. Findings suggest that a need for additional context drives managers to cultivate deeper relationships with their staff, creating an unexpected outcome: working at a distance means managers feel closer to their staff. A theoretical framework demonstrating how context and relationships are related to organizational control is presented and implications for distributed work and organizational control research are discussed.
dc.format.extent11 pages
dc.identifier.doi10.24251/HICSS.2020.055
dc.identifier.isbn978-0-9981331-3-3
dc.identifier.urihttp://hdl.handle.net/10125/63794
dc.language.isoeng
dc.relation.ispartofProceedings of the 53rd Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectDistributed Collaboration in Organizations and Networks
dc.subjectcontext
dc.subjectdistributed work
dc.subjectorganizational control
dc.subjectproximity
dc.subjectvirtual teams
dc.titleThe Proximity Paradox: How Distributed Work Affects Relationships and Control
dc.typeConference Paper
dc.type.dcmiText

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