Power, control, and interruptions: understanding supervisors' technology-mediated interruption behavior from the interrupters' perspective

Purpose Drawing on action regulation theory, this study develops a theoretical model to explore the relationships among supervisors' technology-mediated interruption (TMI) behavior and their subsequent job control, work/nonwork exhaustion, and work/nonwork performance. This study aims to broaden the current understanding of TMIs by shifting the focus from the interrupted individuals to the interrupters themselves. Design/methodology/approach To test the proposed research model and hypotheses, we conducted two complementary studies in China: an experimental study (Study 1) to establish causal relationships and a multi-source field study (Study 2) to enhance external validity and generalizability. Findings Results of the two studies indicate that supervisors' TMI behavior is positively related to their job control. Furthermore, increased job control is negatively related to work/nonwork exhaustion and positively related to work/nonwork performance. Additionally, supervisors' sense of power moderates the relationship between supervisors' TMI behavior and job control. Originality/value By shifting the focus to the interrupters' perspective, this study enriches comprehension of TMI behaviors and their management.