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Telecommuting can reduce traffic congestion, energy consumption, prevalence and a death toll of COVID-19 among employees due to less transportation and fewer physical contacts among employees, on the one hand, and efficiently develop their use of information and communications technology, on the other hand. In this regard, the present study aims to explore antecedents and consequences of telecommuting in public organizations.

The study used a descriptive survey method to collect data. The statistical population includes all employees of government organizations in West Azerbaijan province in 2020, which according to the collected information, their number is equal to 63,079 employees. Based on Cochran's formula, a sample size of 686 people was obtained; stratified random sampling was used to select sampling. The process of calculating the sample volume was such that after referring to the preliminary sample and processing the collected data, the variance of the given answers was approximately 0.446. After obtaining the variance of the data, assuming a maximum acceptable error of 5% and a significance level of 0.05, the Cochran's formula calculated the sample size to be 686 people. In order to collect and measure data for the study, a standard questionnaire and the collected data were analyzed using structural equation modeling.

Findings indicate that there is no meaningful relationship between the employees' physical job conditions or the quality of their life with telecommuting and that telecommuting does not have a significant effect on their life. However, job burnout, training and telecommuting experience have a significant positive effect on telecommuting, which in turn has a positive and significant effect on job security, job flexibility, organizational performance and overall productivity of employees.

This research is a cross-sectional study, and its data have been collected in a certain period of time, while longitudinal research can provide a richer result. Future research can benefit from the impact of employee isolation and telecommuter organizational commitment.

This study hopes to contribute to the increase of the scientific knowledge in the telecommuting field and to allow organizations to rethink the telecommuting strategies to optimize resources and costs and to improve the organization's productivity without harming the quality of life and well-being of their workers.

The concept of employee-based brand equity (EBBE) has been the center of scholars' attention in the field of marketing and brand management. The brand is one of the most valuable intangible assets of any organization. This research is a novel step in examining the brand-specific transactional leadership role in implementing the new approach of brand-building behaviors (BBBs) and EBBE.

The statistical population of the current study is employees of five major insurance companies in Semnan city of Iran. Using the classified random sampling method, 136 employees of these insurance firms were chosen. Likert-based questionnaires were used to collect data. Structural equation modeling (SEM) was used to analyze research data.

Findings show that brand-specific transactional leadership affects participation and retention positively and significantly. Also, the variables of participation, in-role brand-building behavior (IRBBB) and retention, have a positive and significant effect on the EBBE. However, no significant relationship has been found between brand-specific transactional leadership and the IRBBB.

The study was bound by access to firms and managers' availability. On the other hand, this research is a cross-sectional study, and its data have been collected in a certain period of time, while longitudinal research can provide a richer result. Future research can benefit from the impact of brand-specific transactional leadership and brand evangelism.

When selecting brand leaders, manager training programs need to evaluate whether a candidate has brand-specific transactional leadership traits that will enhance the successful internalization of brand values and improve EBBE.

Brand-specific transactional leadership increases employee responsibility and a greater desire to engage in citizenship behaviors. In addition, using partnerships to influence customer supportive behaviors creates a good image of the company and its services in the minds of customers. Also, this research is a novel step in examining the brand-specific transactional leadership role in implementing the new approach of BBBs and EBBE.