Paradoxical consequences of the use of Blackberrys: An application of the job demand–control–support model

Information and Communication Technologies (ICT) have transformed organizational structures and processes in the past decade. The exponential growth of the use of Internet both at work and outside work has resulted in new organizational challenges associated with both the management and use of the technology (Basole, 2008). The use of mobile communication tools, such as smartphones, deeply modifi es how we view time and space, and thus understand the boundaries between work and nonwork (Chen & Nath, 2008). Mobile technologies give individuals the potential for ubiquity, enabling them to engage in their work and nonwork activities anytime, anywhere, embracing remote work and telecommuting (Hoang et al., 2008). The oft-cited benefi ts of this ubiquity include improved communication capacities, coordination and collaboration, reduced time and space constraints, increased access to decision makers, better reactivity and greater autonomy in decision-making (e.g., Basole, 2008). Equally, disadvantages are also associated with their use, such as erosion of boundaries between work and nonwork, veneration of urgency, diminution of thinking in decision-making processes, excess information and overinvolvement in activities (Besseyre des Horts, 2008; Jarvenpaa & Lang, 2005).