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The purpose of this study is to offer a model explicating telework as a dynamic process, theorizing that teleworkers continuously adjust – their identities, boundaries and relationships – to meet their own needs for competence, autonomy and relatedness in their work and nonwork roles.

This study uses the lens of job crafting to posit changes teleworkers make to enhance work-nonwork balance and job performance, including time-related individual differences to account for contingencies in dynamic adjustments. Finally, this study discusses how feedback from work and nonwork role partners and one’s self-evaluation results in an iterative process of learning to telework over time.

This model describes how teleworkers craft work and nonwork roles to satisfy needs, enhancing key outcomes and eliciting role partner feedback to further recraft telework.

The propositions can be translated to hypotheses. As such the dynamic model for crafting telework can be used as a basis for empirical studies aimed at understanding how telework adjustment process unfolds.

Intervention studies could focus on teleworkers’ job crafting behavior. Organizations may also offer training to prepare employees to telework and to create conditions under which teleworkers’ job crafting behavior more easily translates into need satisfaction and positive outcomes.

Many employees would prefer to work from home, at least partly, when the COVID-19 crisis is over. This model offers a way to facilitate a smooth transition into this work mode while ensuring work nonwork balance and performance.

Most telework research takes a static approach to focus on the work–family interface. This study proffers a dynamic approach suggesting need satisfaction as the mechanism enabling one to combine work and domestic roles and delineating how feedback enables continuous adjustment in professional and personal roles.

As the world looks ahead to the possibilities of creating a new normal post COVID-19, organisations are examining the implications of extended remote work. A central piece here is redefining the organisational culture which has been impacted by a distributed workforce during this time. Many leaders have voiced concern over maintaining a strong organisational culture during this pandemic. This chapter reviews research that shows the relationship between remote work and organisational culture and its subsequent impact on key outcomes of interest, such as organisational identification, socialisation, knowledge sharing, employee turnover, and productivity. It also includes contingent conditions to examine the impact of multiple factors that moderate the relationship between remote work and organisational culture. These include social, technological, and normative conditions. Based on existing knowledge drawn from the experiences from voluntary as well as mandatory programmes for remote work, this chapter offers a model and propositions. This is followed by a set of research implications and practice guidelines for introducing an organisational culture that is consistent with the new reality of increased technological utilisation and altered workforce expectations.

Mr. N. Krishnakumar is the Chief Executive Officer and Managing Director of MindTree Consulting and the Chairperson of Emerging Companies Forum, NASSCOM, India. MindTree Consulting was founded in 1999. It is an international IT and R&D services company that delivers business and technology solutions through global software development. MindTree is coheadquartered in Somerset, New Jersey and Bangalore, India, and employs over 7500 professionals worldwide. It has development centers in both India and US. In 2009, MindTree was named among the world’s top 100 outsourcing service providers by the International Association of Outsourcing Professionals and has been consistently ranked high among the Best Place to Work in India. National Association of Software and Services Companies (NASSCOM) is the Indian chamber of commerce and is a consortium that serves as an interface to the Indian software industry and Indian BPO industry. It has more than 1200 organization members, of which over 250 are global companies from across US, UK, EU and APAC. NASSCOM was set up in 1988, at Mumbai to facilitate business and trade in software and services and to encourage advancement of research in software technology. The Emerging Companies Forum, one of the four forums of NASSCOM, is aimed at strategizing the growth potential of small and medium outsourcing enterprises.