Research on the Impact of Telecommuting on Enterprise Innovation -- Intermediated by Job Reshaping

Research Article
Open access

Research on the Impact of Telecommuting on Enterprise Innovation -- Intermediated by Job Reshaping

Saiyu Zhang 1*
  • 1 School of Finance, Southwest University of Finance and Economics, Chengdu, China    
  • *corresponding author 2330323065@qq.com
AEMPS Vol.188
ISSN (Print): 2754-1177
ISSN (Online): 2754-1169
ISBN (Print): 978-1-80590-175-4
ISBN (Online): 978-1-80590-176-1

Abstract

Teleworking refers to an office way that uses the mobile Internet to carry out work anytime and anywhere without traditional office scenarios and interpersonal relationships. It includes a variety of modes such as home office, remote office, mobile office, and hybrid office. With the development and popularization of cloud computing, artificial intelligence, industrial robots, and other technologies, more positions will be able to adopt remote working mode, and more and more enterprises are trying remote working and other innovative working modes. This study will take remote working as the background, compare and analyze cases of remote working enterprises in different regions and fields. Furthermore, a comprehensive analysis has been conducted to meticulously delineate the attributes, as well as the merits and demerits. It is found that in the context of remote working, employees' work-reshaping behavior is affected and whether they have active personality traits has an impact on work-reshaping behavior. With different sounds, the innovation ability of enterprises has been improved to a certain extent. To a certain extent, this article will inspire enterprises to open up a new office model, enrich the management model and selection standards, and help enterprises improve creativity and implement innovative development.

Keywords:

Telework, job crafting, innovation capability, proactive personality trait

Zhang,S. (2025). Research on the Impact of Telecommuting on Enterprise Innovation -- Intermediated by Job Reshaping. Advances in Economics, Management and Political Sciences,188,28-36.
Export citation

References

[1]. Afsar, B., Umrani, W.A. (2020) Transformational leadership and innovative work behavior: The mediating role of intrinsic motivation. Personnel Review, 49(3): 643-662.

[2]. Gao Zhonghua, Xu Yan. Mechanism of employee work reshaping driven by large language models [J]. Journal of Beijing University of Posts and Telecommunications (Social Science Edition), 2024, 26 (02): 1-11.

[3]. Wrzesniewski, A., & Dutton , J. E. (2001) Crafting a job: Revisioning employees as active crafters of their work,Academy of Management Review, 26(2):179-201.

[4]. Liang, X.S. (2012). A Study on the Relationship between Work Cognition, Organizational Commitment, and In-Role Behavior, May 1.

[5]. Hu, R.L., & Tian, X.Z. (2015). Reconstructing Work Identity and Meaning: A Review of Job Crafting Research, October 20.

[6]. Bateman, T.S., Crant, J. M. (1993) The proactive component of organizational behavior : A measure and correlates. Journal of Organizational Behavior, 14(2):103-118.

[7]. Liang, J.Z., Ren, Z.P., Huang, W.Z., &He, Y.F. (2023). China Remote Work Report 2023, May 1.

[8]. Scott Berkun . (2017, December 12). Why Remote Workers Fail.https://scottberkun.com/2017/why-remote-workers-fail/

[9]. Global Workplace Analytics. (2020). The state of remote work in 2020: Environmental and economic impacts.

[10]. Li Yanping, Liao Xin, Yang Yingyao. The "double-edged sword" effect of hybrid work on employee innovation performance in the context of digital intelligence [J]. Science and Technology Progress and Countermeasures.,2024,41(18):119-128.

Cite this article

Zhang,S. (2025). Research on the Impact of Telecommuting on Enterprise Innovation -- Intermediated by Job Reshaping. Advances in Economics, Management and Political Sciences,188,28-36.

Data availability

The datasets used and/or analyzed during the current study will be available from the authors upon reasonable request.

Disclaimer/Publisher's Note

The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of EWA Publishing and/or the editor(s). EWA Publishing and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content.

About volume

Volume title: Proceedings of the 3rd International Conference on Management Research and Economic Development

ISBN：978-1-80590-175-4(Print) / 978-1-80590-176-1(Online)
Editor：Lukáš Vartiak
Conference website: https://2025.icmred.org/
Conference date: 30 May 2025
Series: Advances in Economics, Management and Political Sciences
Volume number: Vol.188
ISSN：2754-1169(Print) / 2754-1177(Online)

© 2024 by the author(s). Licensee EWA Publishing, Oxford, UK. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license. Authors who publish this series agree to the following terms:
1. Authors retain copyright and grant the series right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this series.
2. Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the series's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this series.
3. Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See Open access policy for details).

References

[1]. Afsar, B., Umrani, W.A. (2020) Transformational leadership and innovative work behavior: The mediating role of intrinsic motivation. Personnel Review, 49(3): 643-662.

[2]. Gao Zhonghua, Xu Yan. Mechanism of employee work reshaping driven by large language models [J]. Journal of Beijing University of Posts and Telecommunications (Social Science Edition), 2024, 26 (02): 1-11.

[3]. Wrzesniewski, A., & Dutton , J. E. (2001) Crafting a job: Revisioning employees as active crafters of their work,Academy of Management Review, 26(2):179-201.

[4]. Liang, X.S. (2012). A Study on the Relationship between Work Cognition, Organizational Commitment, and In-Role Behavior, May 1.

[5]. Hu, R.L., & Tian, X.Z. (2015). Reconstructing Work Identity and Meaning: A Review of Job Crafting Research, October 20.

[6]. Bateman, T.S., Crant, J. M. (1993) The proactive component of organizational behavior : A measure and correlates. Journal of Organizational Behavior, 14(2):103-118.

[7]. Liang, J.Z., Ren, Z.P., Huang, W.Z., &He, Y.F. (2023). China Remote Work Report 2023, May 1.

[8]. Scott Berkun . (2017, December 12). Why Remote Workers Fail.https://scottberkun.com/2017/why-remote-workers-fail/

[9]. Global Workplace Analytics. (2020). The state of remote work in 2020: Environmental and economic impacts.

[10]. Li Yanping, Liao Xin, Yang Yingyao. The "double-edged sword" effect of hybrid work on employee innovation performance in the context of digital intelligence [J]. Science and Technology Progress and Countermeasures.,2024,41(18):119-128.

For authors
Guide for authors Policies for authors Aims and scope Subscription Open access policy
For editors
Policies for editors Editorial board
For reviewers
Policies for reviewers Privacy policy

Cookies are used by this site.
Copyright © 2024 EWA Publishing, its licensors, and contributors. All rights reserved, including text and data mining, AI training, and similar technologies.