Organizational telework access dispersion and firm performance

This study investigates how disparities in access to telework arrangements within organizations influence collective outcomes. By incorporating social identity with justice theories, we develop a conceptual model and hypothesize that greater dispersion in organizational telework access correlates with diminished organizational performance, primarily due to its association with lower collective positive affective tone. However, we argue that collective organizational identification can mitigate this negative impact. Our empirical analysis, leveraging a multisource dataset of 26,783 employees across 186 companies, substantiates this model. These findings advocate for the importance of intra-organizational variation of telework access in enriching our understanding of both the advantages and disadvantages associated with this prevalent work modality.