Information lifeline or high-tech tether: An empirical investigation of workplace connectivity behavior

The advent of wireless email technology available through laptops and handheld devices is rapidly turning what has traditionally been a fixed form of communication into a portable one. There is little empirical research that examines the use of mobile communications technology (MCT) by organization employees. The purpose of this study was to develop a model of connectivity behavior (CB), defined as an organization member's use of MCT to engage with work or work-related colleagues during non-work time. I examined the situational and individual difference correlates of CB, and applied Conservation of Resources (COR) theory to examine the relationship between CB and psychological variables related to well-being.;I tested the model via an online survey using three samples: a cross-sectional group of full-time working adults (n=67), a group of employees from a single organization in the northeast (n=139), and a stratified random sample of alumni from a northeastern university (n=98). Results from a meta-analysis of bivariate correlations revealed that CB duration and frequency were significantly related to the distribution of a wireless email device by one's organization ( r = .22, r = .47), perceived organizational norms (r = .22, r = .31), polychronicity ( r = .24, r = .28), role integration preference ( r = .15, r = .25), and personal innovativeness with information technology (r = .19, r = .26). In addition, CB duration and frequency were significantly negatively related to psychological detachment from work [PDFW] (r = -.20, r = -.25), but unrelated to job control. PDFW (r = .17) and job control (r = .25) were positively related to psychological well-being.;I concluded there are several important factors that may influence individuals to engage with MCT beyond normal working hours. These include the distribution of MCT by an employer, perceived norms about connectivity, and individual difference variables related to orientations around time and work. In addition, CB may impede employees' abilities to psychologically detach from work, and ultimately affect psychological well-being. I recommended further application of COR theory to better understand the motivating factors that influence individuals to continuously engage with MCT, sometimes to their personal detriment.