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Revue Internationale de Psychosociologie et de Gestion des Comportements Organisationnels (RIPCO)
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Le classement FNEGE 2022 des revues de gestion, a classé RIPCO au Rang 3. RIPCO lance un nouveau numéro spécial : L'organisation inclusive. En savoir plus SOUMETTRE
   
 
Call for contributions : RIPCO Special Issue Download the call in PDF
 
From telework to hybridity: a new way of thinking about our organizations?
 
Guest editors :
 

Emmanuel Abord de Chatillon, Chaire Management et Santé au Travail, CERAG, INP Grenoble IAE, Univ. Grenoble Alpes. Email: abord@grenoble-iae.fr
Denis Chênevert : Pôle Santé HEC Montréal, Canada. Email : denis.chenevert@hec.ca,
Nathalie Delobbe, Université de Genève, Switzerland. Email : Nathalie.Delobbe@unige.ch,
David Giauque, IDHEAP, Université de Lausanne, Switzerland. Email : david.giauque@unil.ch
Emilie Vayre, Université Lyon 2, France. Email : emilie.vayre@univ-lyon2.fr

 
Abstract

All around the world, the Covid-19 health crisis has forced companies to reorganize work abruptly, quickly and deeply, and telework has become a systematic work modality for many employees in a few days. This increase in telework is likely to continue. Indeed, if telework is a suitable answer to confinement and crisis situations, it also answers other demands of our society, such as the will to reduce real estate costs for companies, the ecological and economical wish to reduce travels, or the expectations of employees in terms of life balance and autonomy. This evolution is underway, but it is not without profoundly changing the way we work, both individually and collectively. This special issue aims at answering the different empirical and theoretical questions that arise around the capacity of organizations to function in a fluid and efficient way, as well as around the question of the efficiency of work collectives or that of a management of hybridity. The first axis is to study the impact of this profound change in terms of health at work, articulation between personal and professional life, maintaining the link to the organization, team functioning and performance and productivity at work. A second axis focuses on the exercise of leadership and management practices adapted to remote work, often associated with management by objectives, but which it is essential to characterize more finely. Finally, a third axis aims at better understanding how telework activity is carried out.

 

All around the world, the Covid-19 health crisis has forced companies to reorganize work abruptly, rapidly and profoundly (Fana et al., 2021; Delfino and Van der Kolk, 2021; Tokarchuk et al., 2021). Telecommuting has suddenly become a systematic work modality for many employees (more than 25% in the case of France according to DARES, 2020). Among these forced teleworkers, more than two-thirds had never worked a single day outside their usual place of activity (Abord de Chatillon et al., 2020). On the other side of the Atlantic, more precisely in Quebec, in June 2020, 73% of companies had more than 50% of their employees remotely, while it was 100% for 30% of them (CRHA, 2020d).

This increase in telecommuting is likely to continue. Indeed, if teleworking or telecommuting is a suitable response to situations of confinement and crisis, it also responds to other demands of our society, such as the desire to reduce real estate costs for companies (Mann and Holdsworth, 2003; Brunelle, 2009, 2010), the ecological and economic desire to reduce travel (Haddon and Lewis, 1994; Taskin, 2003; Fernandez et al., 2014; Aguilera et al., 2016), or employees' expectations in terms of work-life balance and autonomy (Tremblay and Thomsin, 2012; Dumas and Ruiller, 2014; Pennequin, 2020). Forced telework has also been an opportunity for employers, often skeptical until then (Fernandez et al., 2014; Boell, Cecez-Kecmanovic, and Campbell, 2016), to realize the feasibility of this work modality and its potential benefits.

This evolution is underway, but it is not without profoundly changing the way we work both individually and collectively. Not all organizations seem to be facing this new context with the same assets. While some companies (and in particular those linked to information technologies) seem ready to switch completely to remote work, others seem more dubious, worried about the potential consequences of such a change both on the modalities of collective work and on its consequences on productivity.

In any case, organizations, beyond telework, have to think of hybrid work arrangements associating in the same work units on-site employees and remote employees. This raises numerous empirical and theoretical questions, both about the capacity of these organizational structures to function in a fluid and efficient way and about the question of the efficiency of work groups or the management of hybridity. Indeed, it seems that this remote work at home is not without consequences on the evolution of internal organizational cultures and on the modalities of activity regulation (Belzunnegui-Eraso and Erro-Garcès, 2020; Froment-Maire, 2020).

In the first place, therefore, we will study the impact of these profound changes in terms of:

  • Health at work: well-being, exhaustion and weariness, ergonomic and physical working conditions (Tavares, 2017; Vayre, 2019; Planchard and Velagic, 2020).
  • Work-life articulation: recovery, mental load, family-work and work-family conflicts (Hill et al, 2003; Maruyama et al, 2009; Dumas and Ruiller, 2014; Felstead and Henseke, 2017).
  • Maintaining connection to the organization: commitment, motivation, satisfaction or person-organization fit (Haddon and Lewis, 1994; Tremblay et al., 2006; Mello, 2007; Vayre, 2019).
  • Team functioning: what are the factors aiming to foster organizational cohesion, trust, and interdependence (Taskin and Tremblay, 2010; Ruiller et al., 2017; Richer, 2018)?
  • Work performance and productivity: what are the impacts of forced teleworking on the quality of work, goal attainment, and organizational performance (Taskin, 2003; Golden et al., 2008; Bentley et al., 2016; Giauque et al., 2021)?

A second axis focuses on the exercise of leadership and management practices adapted to remote work, often associated with management by objectives (Konradt et al., 2000; Felstead, 2003; Crague, 2006; Scaillerey and Tremblay, 2016; Müller and Niessen, 2019), but which is essential to characterize in more details. Remote work changes the conditions of work for employees, but also for managers (Craipeau, 2010; Marrauld, 2012; Richer, 2018). New organizational modes seem to be emerging (virtual management, remote proximity management, etc.), questioning managers' practices (Taskin, 2006; Brunelle, 2009, 2010; Ruiller et al., 2017). These developments also call for a rethinking of the support and training of managers who have to manage their teams remotely (Illegems and Verbeke, 2004; Vayre, 2019).

A third axis aims to better understand how telecommuting activity is carried out. While many employees discovered telework in 2020, for many of them it was a novelty (Pénard and Coulanges, 2020). These employees were generally subject to more monitoring and control and their activity was not previously considered eligible for telework. How they organize and compose their work remains largely a mystery, as do the specific issues and risks inherent in their new status (Planchard and Velagic, 2020). It is therefore of great interest to highlighting the new ways of working that are emerging and examining their impacts on both management modes and activity regulation mechanisms (Dumas and Ruiller, 2018).

Both theoretical and empirical papers are welcome. Furthermore, we value qualitative, quantitative and mixed studies.

 
How to submit?
 

Submitting articles to the RIPCO is done via the RIPCO manuscript manager website at : https://www.manuscriptmanager.net/ripco

When submitting, authors must choose the special issue "Special Issue : Le télétravail : une nouvelle manière de travailler" from the drop-down menu in the field " If the manuscript is destinated to a Special Issue, please make a choice" found in the "DETAILS" page of the submission. Proposals should follow the editorial standards of the journal: ripco-online.com/en/avantSoumission.asp

 
Review process
 

All articles submitted to the journal are reviewed on a double-blind basis and all resubmitted manuscripts go through the same review process, and the previously solicited reviewers give an assessment based on consideration of the changes suggested in the first round of review. The final editorial decision will be made on the basis of the proposed revised manuscript, in the form of either an acceptance for publication or a final rejection, possibly with an invitation to resubmit for a regular issue of the journal.

 
Tentative Schedule
 

Manuscript submission: April 10, 2022
Notice to authors: May 10, 2022
Submission of revised manuscripts: July 1, 2022
Additional reviews and final acceptance: October 10, 2022
Submission of the final version of the special issue to be sent to RIPCO: November 10, 2022

 
References
 
  • Abord de Chatillon, E., Laborie, C., Richard, D. et Valette, A. (2020). « Quelles conditions de travail et d’exercice du management en télétravail confiné ? » Résultats de l’enquête réalisée en avril et mai 2020. Rapport de recherche de la Chaire Management et Santé au Travail, INP Grenoble IAE, CERAG, Université Grenoble Alpes, 11 mai 2020.
  • Aguilera, A., Lethiais, V., Rallet, A. et Proulhac, L. (2016). « Le télétravail, un objet sans désir ? Métropolisation, cohésion et performances : futurs pour nos territoires ? » Revue d’Économie Régionale & Urbaine, p.245-266, Armand Colin.
  • Belzunegui-Eraso, A. et Erro-Garcés, A. (2020). Teleworking in the context of the covid-19 crisis. Sustainability, 12(9), 36-62.
  • Bentley, T.A., Teo, S.T., McLeod, L., Tan, F., Bosua, R. et Gloet, M. (2016). “The role of organizational support in teleworker wellbeing: A socio-technical systems approach.” Applied Ergonomics, 52, p. 207-215.
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  • Fana, M., Milasi, S., Napierala, J., Fernandez-Macías, E. et Gonzáles Vásquez, I. (2021). Telework, work organisation and job quality during the COVID-19 crisis: A qualitative study.” Seville, European Commission.
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  • Illegems, V. et Verbeke, A. (2004). « Telework: what does it mean for management?” Long Range Planning, 37, p. 319-334.
  • Konradt, U., Schmook, R. et Maleck, M. (2000). "Impacts of telework on individuals, organizations and families. A critical review.” International review of industrial and organizational psychology.
  • Mann, S. et Holdsworth, L. (2003). “The psychological impact of teleworking: Stress, emotions and health”. New Technology, Work and Employment, Vol. 18, p. 196-211.
  • Marrauld, L. (2012). De la conception d’une plateforme de télétravail virtualisée et unifiée : Analyses sociotechniques du travail à “distance” équipé. Thèse (Sciences de gestion). Paris : ENST.
  • Maruyama, T., Hopkinson, P.G. et James, P.W. (2009). « A Multivariate Analysis of Work-Life Balance Outcomes From a Large-Scale Telework Programme.”. New Technology, Work and Employment, 24(1), p. 76-88.
  • Mello, J (2007). “Managing telework programs effectively.” Employee Responsibilities and Rights Journal, 19, p. 247-261.
  • Müller, T. et Niessen, C. (2019). “Self-leadership in the context of part-time teleworking.” Journal of Organizational Behavior, 40, p. 883-898.
  • Pénard, T. (2020). CAPUNI Crise : Le télétravail au temps du Covid en Bretagne. MARSOUIN.ORG.
  • Pennequin, N. (2020). L’irruption du télétravail pendant la crise sanitaire liée à la pandémie de Covid 19. Les Cahiers S.M.T. 37, p. 1-5.
  • Planchard, J.H. et Velagic, Z. (2020). Evaluation de l’impact psychologique du télétravail. INRS Références En Santé Au Travail, 161, p. 49-58.
  • Richer, K. (2018). « Comment travaillerons-nous demain ? Cinq tendances lourdes d’évolution du travail. » Futuribles, 422, p. 19-36.
  • Ruiller, C., Dumas, M. et Chédotel, F. (2017). « Comment maintenir le sentiment de proximité à distance ? Le cas des équipes dispersées par le télétravail. » RIMHE : Revue Interdisciplinaire Management, Homme & Entreprise, 27, p. 3-28.
  • Scaillerey, A. et Tremblay, D. (2016). « Le télétravail, comme nouveau mode de régulation de la flexibilisation et de l’organisation du travail : analyse et impacte du cadre légal européen et nord- américain. » Revue de l’organisation responsable, Vol. 11, p. 21-31.
  • Taskin, L. (2003). « Télétravail et organisation, les mythes d’une success story. Entre autonomie et contrôle ». Gestion 2000, p. 113-125.
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  • Taskin, L., Tremblay, D.G., Walrave, M., Robert F. et Najem, E. (2010). « Dossier : Le télétravail. » Gestion, Vol. 35, p. 74-117. HEC Montréal.
  • Tavares, A.I. (2017). “Telework and health effects review.” International Journal of Healthcare, 3(2), 30.
  • Tokarchuk, O., Gabriele, R. et Neglia, G. (2021), “Teleworking During the Covid-19 Crisis in Italy: Evidence and Tentative Interpretations.” Sustainability, Vol. 13, 4.
  • Tremblay, D.G., Chevrier, C. et Di Loreto, M. (2006). « Le télétravail à domicile : Meilleure conciliation emploi-famille ou source d’envahissement de la vie privée ? » Intervention économiques, 34, 26 pages.
  • Tremblay, D.G. et Thomsin, L. (2012). “Telework and mobile working : Analysis of its benefits and drawbacks.” International Journal of Work Innovation, 1(1), 100.
  • Vayre, E. (2019). “Les incidences du télétravail sur le travailleur dans les domaines professionnel, familial et social. » Le travail humain, 82(1), 1.
 
Contact
 

contact@ripco-online.com

 
 
Calls for contributions
Special Issue: Vol.XXVIII, Num. CFP_SI_OBS ( 2022)
Positive Organizational Scholarship: Between Tradition and Innovation
Guest editors: Equipe éditoriale Ripco
This special issue is devoted to positive organizational behavior scholarship (POS). The proposed papers can be situated at the different traditional levels of analysis of the field of organizational behavior: individuals, groups, organizations, as well as in the links within and between these different levels. The submission of theoretical and empirical papers is acceptable. Given the diverse nature of OB research, both quantitative and qualitative work is welcomed. In this respect, the following research questions are of interest to management sciences: What are the boundaries of the « positive » organizational behavior scholarship? What are the existing differences and overlap between OB’s traditional concepts and those who appear more innovative? How should we measure novel concepts su ...
Special Issue: Vol.XVIII, Num. CFP_SI_SPACEOB ( 2022)
Spaces and Organisation Behaviour: new organisations, new theorisations
Guest editors: Olivier, Germain ; Judith, Igelsböck ; Daniel, Melo Ribeiro ; Jean-Luc, Moriceau
Studies on the relationships between spaces and organisational behaviour have recently become richer, considering, for example, materiality, identity, aesthetics, control, reciprocal constitution – up to what is called a turn towards spatiality. However, today, on the one hand, spaces, places and borders are being drastically redefined (e.g. with flex-office, aesthetisation, third places, migrations, multiple reterritorialisations) and on the other hand, the theorisations of organisational space are convening new authors and new concepts (e.g. spacing, throwntogetherness, dispositif, geophilosophy...). In this special issue we propose to follow Beyes & Holt's (2020) invitation to take space seriously and to think spatially: to recognise that all organisations and actors are emplaced or des ...
Special Issue: Vol.XXVIII, Num. CFP_SI_TELETRAVAIL ( 2022)
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All around the world, the Covid-19 health crisis has forced companies to reorganize work abruptly, quickly and deeply, and telework has become a systematic work modality for many employees in a few days. This increase in telework is likely to continue. Indeed, if telework is a suitable answer to confinement and crisis situations, it also answers other demands of our society, such as the will to reduce real estate costs for companies, the ecological and economical wish to reduce travels, or the expectations of employees in terms of life balance and autonomy. This evolution is underway, but it is not without profoundly changing the way we work, both individually and collectively. This special issue aims at answering the different empirical and theoretical questions that arise around the capa ...
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Inclusion has become a central issue for organizations in terms of CSR, employer image and management (Kele et al., 2022). In this special issue, we will value all types of theoretical or empirical contributions, quantitative, qualitative or both. Several levels of analysis, micro-, meso- and macro-organizational (Adamson et al, 2021) can be proposed, the goal being to have a global but also fine understanding of the inclusive organization. First of all, contributions around the conditions that foster a sense of inclusion are expected. A second type of contribution is expected in a comparison of the concept of inclusion and organizational behaviors as well as the social performance of organizations. The contributions can also, to some extent, be articulated around the power dynamics at pla ...
 
 
   
 
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