Telework and Management: Between Autonomy and Control

Abstract

Telework has become an essential practice in many organizations, reshaping traditional management approaches and raising growing interest in its impact on managerial dynamics. This article provides a theoretical reflection on the dialectic between autonomy and control, two central dimensions of management in the digital era. Through a review of organizational, psychological, and sociological literature, the study examines how telework reconfigures managerial practices and hierarchical relationships.

The analysis highlights that perceived autonomy in telework acts as a powerful lever for motivation and performance, allowing employees greater flexibility in managing their time, tasks, and work environment. This autonomy fosters accountability and enhances individual engagement. However, telework also introduces new forms of control enabled by digital technologies and management by objectives. While these mechanisms ensure coordination and monitoring, they may also turn into intrusive surveillance, fostering distrust and increasing work intensification.

This article argues that autonomy and control should not be seen as opposing logics but as complementary dimensions of renewed organizational regulation. When articulated through trust, transparency, and clearly defined goals, they enable a balance between performance and well-being.

In conclusion, telework reflects a profound transformation of management. While it offers opportunities in terms of flexibility and efficiency, it also raises challenges related to surveillance and isolation. The future of remote management lies in organizations’ ability to establish a constructive balance between autonomy and control, in order to maximize the benefits of telework while minimizing its risks.

Keywords: Telework, management, autonomy, control, trust, organization.

JEL classification: L2, M12, M54, O32.

Paper type: Theoretical Research