The Integrative Value Proposition for Telework
Chapter 12: Telework Adoption: An Organizational Perspective
The telework adoption decision at the organizational level can be either driven from the top down (induced) or developed from the bottom up with employee initiatives (autonomous). As illustrated by the EOS integrative telework framework, the adoption of telework at the organizational level will be heavily inﬂuenced by the perception and realization of telework impacts. This relationship is probably most salient at the organizational level, because organizational decisions are driven by performance indicators such as cost savings and increased proﬁt, productivity and employee retention – all of which are measurable impacts of the telework arrangement. In this chapter we explore the adoption of telework from an organizational perspective. Continuing from the last chapter, we utilize primary data collected from surveys of 284 employees, as well as surveys of the 14 organizations from which the employee sample was drawn. Our analysis seeks to assess how telework impacts are perceived from the organizational viewpoint. We also analyse the interaction eﬀect that organizations have on the employee telework adoption decision. We end this chapter with a brief overview of secondary data that indicate potential intra-organizational telework adoption rates. METHOD AND SAMPLE Our organizational-level data is drawn from FTF interviews with personnel managers from 14 organizations. Empirical results were also derived from surveys ﬁlled out by these managers. The organizational-level surveys followed a similar format to those administered at the employee level. These surveys captured basic demographic information including organizational size by number of employees, years in operation, the presence of an...
You are not authenticated to view the full text of this chapter or article.