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What are the positive and negative consequences of telecommuting? How do these consequences come about? When are these consequences more or less potent? The authors answer these questions through construction of a theoretical framework and meta-analysis of 46 studies in natural settings involving 12,883 employees. Telecommuting had small but mainly beneficial effects on proximal outcomes, such as perceived autonomy and (lower) work–family conflict. Importantly, telecommuting had no generally detrimental effects on the quality of workplace relationships. Telecommuting also had beneficial effects on more distal outcomes, such as job satisfaction, performance, turnover intent, and role stress. These beneficial consequences appeared to be at least partially mediated by perceived autonomy. Also, high-intensity telecommuting (more than 2.5 days a week) accentuated telecommuting's beneficial effects on work–family conflict but harmed relationships with coworkers. Results provide building blocks for a more complete theoretical and practical treatment of telecommuting.

 

Most current work arrangements still bear the imprint of the Industrial Revolution. Employees mainly transact their time, rather than their products, with employing firms. That time is tightly bound to task and place (Lakoff & Johnson, 1980). In recent decades, however, an information revolution has compelled firms to unbind time and task from place (Harrison, Johns, & Martocchio, 2000). Digital technologies have enabled common, even synchronous activities to be distributed across employees at remote locations (Herschel & Andrews, 1997). These decentralized work arrangements have been publicized as a way for...