Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case
Article first published online: 7 APR 2011
© 2011 The Authors. International Journal of Management Reviews © 2011 British Academy of Management and Blackwell Publishing Ltd.
International Journal of Management Reviews
Volume 13, Issue 4, pages 452–474, December 2011
How to Cite
de Menezes, L. M. and Kelliher, C. (2011), Flexible Working and Performance: A Systematic Review of the Evidence for a Business Case. International Journal of Management Reviews, 13: 452–474. doi: 10.1111/j.1468-2370.2011.00301.x
- Issue published online: 4 NOV 2011
- Article first published online: 7 APR 2011
Interest in the outcomes of flexible working arrangements (FWAs) dates from the mid-1970s, when researchers attempted to assess the impact of flexitime on worker performance. This paper reviews the literature on the link between FWAs and performance-related outcomes. Taken together, the evidence fails to demonstrate a business case for the use of FWAs. This paper attempts to explain the findings by analysing the theoretical and methodological perspectives adopted, as well as the measurements and designs used. In doing so, gaps in this vast and disparate literature are identified, and a research agenda is developed.