Communication for commitment in remote technical workforces

Abstract

PurposeTo investigate and explain the extent to which communication systems and practices may enhance or undermine organisational commitment in field service engineers. To identify communication principles underpinning both successful (intentional and unintentional) and counter‐productive strategies for engaging commitment in remote technical workforces.Design/methodology/approachThe approach of the study is critical interpretive. Data were obtained from two UK service companies, in the form of interviews and observation (primary sources), and organisational texts and publications (secondary sources).FindingsThe findings illustrate management strategies and practices through which remote technical workers form a sense of organisational attachment, and the communication principles underpinning them. In doing so, they suggest that availability of digital technology and frequency of electronic communication are not necessarily key to developing and maintaining a sense of organisational attachment in workforces of this kind.Research limitations/implicationsAs an interpretive study, the findings relate to the way the identified communication systems are perceived and interpreted. This could usefully be supplemented by quantitative analysis of actual systems use.Originality/valueThis paper firstly expands what may be understood as effective use of communication systems in remote work contexts, and secondly poses new questions regarding the relationships between types of employee commitment and the role of communication technology as a means of fostering and perpetuating them. It also emphasises the value of distinguishing between types of teleworkers when researching the complex needs and practices of this diverse work form. This paper also provides insight for practitioners the forms of organisational commitment encouraged or undermined by remote communication systems.