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Abstract
PurposeThis research investigates the dark sides of virtual work climate by examining how blurred work-nonwork boundaries serve as a turning point leading to amotivation at work.Design/methodology/approachThis quantitative study involved 487 employees from small and medium-sized enterprises in China who completed a self-administered questionnaire. Data were analyzed using the partial least squares structural equation modeling (PLS-SEM) method.FindingsThe study found that virtual work climate positively influences workplace flexibility. However, blurred work-nonwork boundaries mediate the relationship between workplace flexibility and psychological demands, transforming the positive effects of virtual work climate in terms of flexibility into negative outcomes. Psychological demands from both work and nonwork domains contribute to amotivation at work.Practical implicationsThe study provides practical insights for managers on satisfying employees’ needs for flexible working arrangements within a virtual work climate by advocating for clear policies that establish distinct work-nonwork boundaries, thereby ensuring employee motivation is not compromised.Originality/valueThis research unveils the dark sides of the virtual work climate, extending the self-determination through the lens of the “too-much-of-a-good-thing” theory. The findings suggest that blurred work-nonwork boundaries may be the turning point where the virtual work climate leads to amotivation at work.
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