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Have advice will travel: Lacking permanent offices, accenture's executives run 'virtual' company on the fly
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Wall Street Journal
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The good, the bad, and the unknown about telecommuting: Metaanalysis of psychological mediators and individual consequences
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Gajendran, R.S.1
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The virtual workforce
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March 5
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"The Virtual Workforce," BusinessWeek, March 5, 2007, 6.
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BusinessWeek
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5
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Two cheers for the virtual office
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T.H. Davenport and K. Pearlson, "Two Cheers for the Virtual Office," Sloan Management Review 39, no. 4 (summer 1998): 51-65.
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Sloan Management Review
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Davenport, T.H.1
Pearlson, K.2
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6
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A review of telework research: Findings, new directions and lessons for the study of modem work
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Gajendran and Harrison, "The Good, the Bad, and the Unknown"; and D.E. Bailey and N.B. Kurland, "A Review of Telework Research: Findings, New Directions and Lessons for the Study of Modem Work," Journal of Organizational Behavior 23, no. 4 (2002): 383-400.
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Bailey, D.E.1
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When work and family are allies: A theory of work-family enrichment
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J.H. Greenhaus and G.N. Powell, "When Work and Family Are Allies: ATheory of Work-Family Enrichment" Academy of Management Review 31, no. 1 (2006): 72-92;
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Work-family interface experiences and coping strategies: Implications for entrepreneurship research and practice
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J.E. Jennings and M.S. McDougald, "Work-Family Interface Experiences and Coping Strategies: Implications for Entrepreneurship Research and Practice," Academy of Management Review 32, no. 3 (2007): 747-760;
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McDougald, M.S.2
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Consequences of work-home segmentation or integration: A person-environment fit perspective
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and G.E. Kreiner, "Consequences of Work-Home Segmentation or Integration: A Person-Environment Fit Perspective," Journal of Organizational Behavior 27 no. 4 (2006): 485-507
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Telecommuting's differential impact on work-family conflict is there no place like home?
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Golden, T.D.1
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Workplace isolation, salesperson commitment and job performance
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J.R Mulki, W.B. Locander, G.W. Marshall, E.G. Harris and J. Hensel, "Workplace Isolation, Salesperson Commitment and Job Performance," Journal of Personal Selling & Sales Management 28, no. 1 (2008): 67-78.
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According to R.L. Daft and R.H. Lengel, information richness is the extent to which media are able to bridge different frames of reference, carry multiple cues, reduce equivocality and minimize ambiguity
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According to R.L. Daft and R.H. Lengel, information richness is the extent to which media are able to bridge different frames of reference, carry multiple cues, reduce equivocality and minimize ambiguity;
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14
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0001229241
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Organizational information requirements, media richness and structural design
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see R.L. Daft and R.H. Lengel, "Organizational Information Requirements, Media Richness and Structural Design," Management Science 32, no. 5 (1986): 554-571.
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Daft, R.L.1
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Message equivocality, media selection and manager performance: Implications for information systems
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According to Daft and Lengel, social presence is the degree to which the communication medium conveys the physical presence and the nonverbal and social cues of the participants. This is particularly true for e-mails and instant messages, which are devoid of facial expressions, gestures or vocal intonation, as well as indicators of social position. See R.L. Daft, R.H. Lengel, and L.K.Trevino, "Message Equivocality, Media Selection and Manager Performance: Implications for Information Systems," MIS Quarterly 11, no. 3 (1987): 355-366.
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Daft, R.L.1
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Effects of ethical climate and supervisory trust on salesperson's job attitudes and intentions to quit
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J.R Mulki, F. Jaramillo, and W.B. Locander, "Effects of Ethical Climate and Supervisory Trust on Salesperson's Job Attitudes and Intentions to Quit" Journal of Personal Selling & Sales Management 26, no. 1 (2006): 19-26.
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Mulki, J.R.1
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Locander, W.B.3
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