Growing the Virtual Workplace

Growing the Virtual Workplace

The Integrative Value Proposition for Telework

Alain Verbeke, Robert Schulz, Nathan Greidanus and Laura Hambley

Unique features of the book include an integrative framework for increasing telework adoption; practical tips – specific to each stakeholder – on how best to implement and measure telework; and an analysis of original survey data exploring the virtual workplace adoption decision.

Chapter 9: Telework Implementation: The Organizational Perspective

Alain Verbeke, Robert Schulz, Nathan Greidanus and Laura Hambley

Subjects: business and management, organisational behaviour, strategic management


The successful implementation of telework at the organizational level is important because such programs can influence employee morale, retention, productivity, and ultimately firm-level performance. Effective telework implementation at the organizational level will also influence the success of employee-level telework implementation by creating the appropriate environment for teleworking, thus increasing the growth of the virtual workplace. As discussed in Chapter 6 on tracking telework from the organizational perspective, the success of organizational telework programs will influence the extent to which organizations can capture emission credits from employee commute reductions. These credits may also have a direct impact on the bottom line. Implementing telework from the organizational perspective can involve both induced and autonomous programs. A business undertaking an autonomous telework program encourages its employees to express their interest in participating in telework. Induced telework programs are much more top-down, in that they start at the strategic HR level and filter down through the organization. In either case several factors will influence successful implementation. We place the factors involved in a company’s implementation into five broad categories: job selection, employee selection, the design of the program, evaluation concerns, and the management of virtual teams. In this chapter we explore these five categories and offer suggestions for improving organizational telework implementation within each category. TELEWORK JOB SELECTION In implementing a telework program, an organization is usually aware that some jobs are better suited to this work arrangement than others. Just as employees should undergo telework suitability self-assessment...

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