Frederik Hesse
Title
Dr.
Last Name
Hesse
First name
Frederik
Email
frederik.hesse@unisg.ch
Phone
+41 71 224 2210
15 results
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Item type:Publication, Damit alle Interessen in der Spur bleiben. Flexibles Arbeiten im Fahrdienst: Erfahrungen der Verkehrsbetriebe Zürich.(2025); Type:journal articleJournal:PersonalführungVolume:12 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Always on‐line? An organizational model of leaders' after‐hours smartphone use and climate of constant connectivityType:journal articleJournal:Journal of Occupational and Organizational PsychologyVolume:98Issue:4Scopus© Citations 1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Achtung, korrosive Energie! Warum negative Arbeitsumfelder zunehmen - und was jetzt hilft.(2025); Type:journal articleJournal:LEADERVolume:3 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Tech-Ready, Emotionally Strained: Dynamics of Management Control in OrganizationsWhile technological readiness is crucial in today’s digital work environment, its impact on employee health is nuanced and depends on various factors. The common belief is that by fostering a positive attitude towards technology, individuals can not only enhance their professional capabilities but also support their health. We challenge this assumption and ask whether and under which conditions technological readiness has beneficial effects on employee health. We argue that, in specific organizational contexts, technological readiness can lead to emotional exhaustion; specifically, we introduced a three-level, three-way interaction between individual-level technological readiness, unit-level formalization, and firm-level management boundary control and tested it on 2,267 employees nested into 1,547 units in 80 German organizations. We found that technological readiness can represent either a burden or a blessing for employees, depending on the interplay of contextual factors which cannot be considered in isolation. Specifically, technological readiness can lead to increased emotional exhaustion when not supported by formalization and management boundary control. Alternatively, it is beneficial for an individual’s health when supported by these factors. As such, our study offers an integrative understanding of the antecedents of emotional exhaustion and their interplay, rather than considering single factors. Practically, we guide organizations on how to create an environment that fosters the positive effects of technological readiness. This holistic approach ensures that the workforce is well-prepared to leverage new technologies effectively and sustainably.Type:conference paperJournal:Academy of Management ProceedingsVolume:2025Issue:1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Beyond the Individual: An Interactive Multilevel Model of Boundary Control in Organizations(2024); The boundaries between work and the private domain are becoming increasingly blurred. Recent studies show that this blurring often coincides with lower levels of individual health and performance. In this context, research has highlighted boundary control - the degree to which a person perceives that he or she is in control of how he or she manages the boundaries between work life and personal life - as a critical resource. However, boundary control has been studied only as an individual-level construct and without consideration of the organizational context, leaving several important questions unanswered: First, it remains to be understood how organizational contexts and factors influence boundary control and to what extent they shape its impact on employees. Second, it is not yet clear whether organizations, at a collective level, also benefit from granting boundary control to their employees. To address these gaps, we draw on conservation of resources theory to develop and test a multilevel model of boundary control in organizations. We propose that both competence-enhancing HR systems and decentralization foster boundary control, which in turn, is expected to promote organizational performance and individual health. Finally, we hypothesize that boundary control becomes more important for employee health in organizations characterized by higher levels of virtual communication. Results from multilevel modeling of multi-source survey data from 8,273 employees and 154 human resource professionals nested in 154 German organizations across several industries and matched with archival performance data confirmed our hypotheses.Type:conference paperJournal:Academy of Management ProceedingsVolume:2024Issue:1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Smartphone Use and Job Performance: How Executives Are Realizing the Full Potential(2023)The use of information communication technologies (ICTs) increases steadily and allows workers to stay constantly connected to their employers, colleagues, and customers. Especially executives make intensive use of ICTs for work-related purposes after-hours due to the many demands that come along with the managerial role. Given the intensive use of ICTs after-hours by many executives, the question arises whether this behavior is beneficial or detrimental to their respective job performance. Available studies give no clear answer, as they are characterized by two shortcomings. Firstly, studies on the effects of work-related ICT use after-hours have generally produced mixed results. Secondly, previous research on ICT use has focused primarily on employees without managerial roles. Taking into consideration the shortcomings of previous research, I build on the job-demands-resources model and the conservation of resources theory and develop and test an individual-level model explaining the association between an executive’s after-hours work-related smartphone use and his or her job performance. Specifically, I argue that work-related smartphone use after-hours increases individual flexibility which in turn fosters job performance. Moreover, I hypothesize that whether managers can exploit the potential of ICTs depends on certain boundary conditions. Hypotheses were tested using large-scale survey data from 4,257 executives from 94 German firms from multiple industries. My results reveal a positive indirect association between executives’ after-hours work-related smartphone use and their job performance, which is mediated by their perceived work flexibility. In addition, I find this positive indirect relationship to depend on the degree of the executive’s polychronic orientation, the degree of formalization in the respective organization and his or her job pressure. Keywords: executives; technology; electronic communication; job performanceType:conference paperJournal:Academy of Management ProceedingsVolume:2023Issue:1 - Some of the metrics are blocked by yourconsent settings
Item type:Publication, An Organizational-Level Model of Leaders’ After-Hours Work-Related Smartphone Use and Employee Well-BeingType:conference paperJournal:Academy of Management Proceedings - Some of the metrics are blocked by yourconsent settings
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Item type:Publication, Fünf Schritte, wie New Work auch nach der Krise Teil Deiner Unternehmenskultur wirdType:digital resource