| Despite the potential benefits of telework, or telecommuting, for both the employer and the employee, its use has not grown at the rates frequently predicted. This research was designed to explore the possible reasons for this lack of growth, and to aid in predicting telework's future use.;A theoretical foundation upon which to study telework's use was developed using the organizational innovation literature, as well as the popular telework literature. A model of telework adoption and implementation was developed which consists of many standard organizational innovation variables related to an organizations adoption and/or implementation of innovations, as well as both environmental variables which may be related to teleworking and variables which are suggested to facilitate telework's adoption and/or implementation. This model was tested empirically by conducting a survey of information systems firms and departments regarding their use of telework.;Using the variables in the model, differences between adopters and nonadopters of telework were determined. A globalized marketplace, a competitive marketplace, the existence of regulatory legislation, a high degree of professionalism among staff, centralized decision-making, managerial attitude towards telework, a high administrative intensity ratio, the availability of rich communications media, training managers about the benefits of telework, the existence of perceived adequate security measures, the existence of a champion and top management support were all related to telework's adoption.;Also, those variables correlated to the implementation of telework were examined. Implementation was measured using a multidimensional measure, with the dimensions being depth and breadth. The existence of a career ladder, planning, training managers about telework's benefits, the existence of perceived adequate security measures, the existence of a champion and top management support were found to be related to depth of implementation. A high degree of professionalism, managerial attitude towards telework, administrative intensity, communication with consultants, size of firm, the existence of a career ladder, planning, training managers about telework's benefits, the existence of perceived adequate security measures, the existence of a champion and top management support were found to be related to breadth of implementation. |
