職場社交軟體溝通的黑洞：工作與家庭角色衝突、工作壓力、效率與團體認同

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職場社交軟體溝通的黑洞：工作與家庭角色衝突、工作壓力、效率與團體認同

Always on Duty? The Negative and Positive Effects of Using Mobile Social Networking Tools for Work

曾巧雲 , Masters　　Advisor：楊運秀;汪志堅　　

英文

家庭工作衝突；家庭工作角色模糊；工作壓力；即時通訊軟體；社交網絡；行動商務；行動裝置；團體效率；團體認同； Work-family Role Blurring ； Work Stress ； Instant Messaging ； Social Networking Sites ； Mobile Commerce ； Mobile Device ； Work-family Conflict ； Group Effectiveness ； Group Identity

Abstract │ Reference (53) │ Altmetrics

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With the advance of science and technology, people now can easily contact others through mobile devices and mobile social networking tools for work. Using social networking tools may increase blurring the boundary between work and family domains. The use of mobile social networking tools creates a new work-life relationship. Mobile social networking tools provide a lot of benefits, including effectiveness and flexibility. However, the use of mobile social networking tools also blurs the boundary between work and life. People use mobile social networking tools to conduct their personal affairs when in working hours. Additionally, co-workers, colleagues, supervisors, subordinates, and others can still use mobile social networking tools to contact employees when they are not working. In this study, we examine the positive and negative effects of using mobile social networking tools for work. The research adopted online questionnaire survey. In study1, we collected a total of 442 vaild questionnaire. In study2, we collected a total of 299 vaild questionnaire.The findings of this study show that the use of social networking tools increases group effectiveness, which results in greater group identity. However, the use of mobile social networking tools also leads to greater perceptions of workload and work-family conflict. We also has demonstrated using social networking tools will lead work-family role blurring. Our research results also provide guidance for future research to explore the impact of using mobile applications in the workplace.

Reference ( 53 ) 〈TOP〉

Ahuja, M. K., Chudoba, K. M., Kacmar, C. J., McKnight, D. H., & George, J. F. (2007). IT road warriors: Balancing work-family conflict, job autonomy, and work overload to mitigate turnover intentions. Mis Quarterly, 1-17.
Ali-Hassan, H., Nevo, D., Kim, H., & Perelgut, S. (2011). Organizational social computing and employee job performance: the knowledge access route. Paper presented at the System Sciences (HICSS), 2011 44th Hawaii International Conference on.
Allen, T. D., Herst, D. E., Bruck, C. S., & Sutton, M. (2000). Consequences associated with work-to-family conflict: a review and agenda for future research. Journal of occupational health psychology, 5(2), 278.
Anderson, S. E., Coffey, B. S., & Byerly, R. T. (2002). Formal organizational initiatives and informal workplace practices: Links to work-family conflict and job-related outcomes. Journal of Management, 28(6), 787-810.
Ashforth, B. E., & Mael, F. (1989). Social identity theory and the organization. Academy of management review, 14(1), 20-39.

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