Ahlgreen, Snjezana (2024) Remote Working and Innovative Work Behaviour: A Case of Australian Employees. PhD thesis, Victoria University.

Abstract

This thesis explores the relationship between innovative work behaviour (IWB) and remote work among Australian employees, acknowledging innovation as a pivotal strategy for organisational competitiveness and recognising that those innovative ideas often stem from employees. The research problem stems from the contemporary landscape, characterised by the rise of remote working, and accentuated by the COVID- 19 pandemic, necessitating an exploration of how remote work may impact an employee’s ability to engage in innovative practices. Employing a comprehensive mixed-methods approach encompassing quantitative surveys and qualitative in-depth interviews, this study delves deep into the employees’ experiences of IWB. Guided by the Ability, Motivation, and Opportunity framework (Baily, 1993), it endeavours to understand the ways in which remote work influences IWB, from the perspectives of the employees themselves. Thus, the central question guiding this research is: How do employees perceive the relationship between remote work and their innovative work behaviour? In particular, what is the extent of IWB among employees engaged in remote work, how do demographics influence the outcomes of employees’ IWB when engaged in remote work, what factors contribute to fostering or inhibiting IWB in remote working environments, and what are the distinctions in employee experience regarding IWB when comparing remote and office-based working environments. There are several findings from this study. However, the key findings are as follows. Employees exhibit more IWB with greater frequency of remote work, as long as remote work does not encompass their entire work schedule. In the context of demographic factors, full-time employment, longer tenure, and greater seniority are associated with higher IWB among remote workers. The findings also show that remote working is a double-edged sword when it comes to employee experience. While remote working affords employees autonomy, flexibility, and uninterrupted time for ideation, it can also lead to isolation, over-working, and reduced opportunities for spontaneous idea exchange. The study makes a significant contribution by clarifying the paradoxes associated with remote work and IWB as highlighted within existing literature and makes attempts to connect remote work research with innovation research, effectively bridging a crucial gap in understanding. By enriching the existing body of knowledge, the findings provide valuable insights for both organisations and policymakers. These insights can guide the development of remote work policies and practices aimed at cultivating an environment conducive to innovation among employees.

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