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Does generation cohort matter for teleworking? Diving into challenges and advantages of teleworking concerning Gen Y and Gen Z

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dc.title Does generation cohort matter for teleworking? Diving into challenges and advantages of teleworking concerning Gen Y and Gen Z en
dc.contributor.author Cera, Elona
dc.contributor.author Ndreca, Pjeter
dc.contributor.author Cera, Gentjan
dc.contributor.author Asamoah, Comfort Adebi
dc.contributor.author Matošková, Jana
dc.relation.ispartof Journal of East-West Business
dc.identifier.issn 1528-6959 Scopus Sources, Sherpa/RoMEO, JCR
dc.identifier.issn 1066-9868 Scopus Sources, Sherpa/RoMEO, JCR
dc.date.issued 2023
dc.type article
dc.language.iso en
dc.publisher Routledge
dc.identifier.doi 10.1080/10669868.2023.2299489
dc.relation.uri https://www.tandfonline.com/doi/full/10.1080/10669868.2023.2299489
dc.relation.uri https://www.tandfonline.com/doi/epdf/10.1080/10669868.2023.2299489?needAccess=true
dc.relation.uri https://doi.org/10.1080/10669868.2023.2299489
dc.subject benefits en
dc.subject challenges en
dc.subject generation cohort theory (GCT) en
dc.subject Generation Y en
dc.subject Generation Z en
dc.subject telework en
dc.description.abstract This study aims to identify generational cohort differences in terms of telework’s advantages and challenges between Generation Y and Generation Z. To achieve this, a convenience sampling method with 248 teleworkers at the age of 18 who have prior experience, or are currently engaged in teleworking was used. The results showed that Generation Z perceived fewer technology, workload, supervision, and social network barriers compared to Generation Y. On the other hand, in comparison to older generations, younger generations believe that teleworking has more advantages. The findings advise policymakers and managers on teleworker attributes and age needs. Future research should focus on the effects of virtual work and how it affects the company context, with a focus on managers’ perspectives. en
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1011890
utb.identifier.obdid 43885096
utb.identifier.scopus 2-s2.0-85183139181
utb.identifier.wok 001148142800001
utb.source j-scopus
dc.date.accessioned 2024-02-14T13:51:55Z
dc.date.available 2024-02-14T13:51:55Z
dc.description.sponsorship Univerzita Tomáše Bati ve Zlíně, UTB, (IGA/FaME/2023/012)
dc.description.sponsorship Tomas Bata University [IGA/FaME/2023/012]; Internal Grant Agency of FaME, through Tomas Bata University in Zlin
utb.contributor.internalauthor Cera, Elona
utb.contributor.internalauthor Asamoah, Comfort Adebi
utb.contributor.internalauthor Matošková, Jana
utb.fulltext.sponsorship The authors are thankful to the Internal Grant Agency of FaME, through Tomas Bata University in Zlin No. IGA/FaME/2023/012 “Closed and open innovation: role of human resource, servant leadership, digitalisation, and uncertainty” for supporting to conduct this research.
utb.wos.affiliation [Cera, Elona; Asamoah, Comfort Adebi; Matoskova, Jana] Tomas Bata Univ, Fac Econ & Management, Zlin, Czech Republic; [Ndreca, Pjeter] Univ Tirana, Fac Econ, Tirana, Albania; [Cera, Gentjan] Agr Univ Tirana, Fac Econ & Agribusiness, Tirana, Albania
utb.scopus.affiliation Faculty of Economics and Management, Tomas Bata University, Zlin, Czech Republic; Faculty of Economics, University Metropolitan Tirana, Tirana, Albania; Faculty of Economics and Agribusiness, Agricultural University of Tirana, Tirana, Albania
utb.fulltext.projects IGA/FaME/2023/012
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