The Possibilities and Limits of Telework in a Bureaucratic Environment: Lessons from the Public Sector

By modifying the spatial and temporal framework of work, telework involves a reorganisation of the conduct of work that affects the employment relationship in different ways. In this paper, we focus on control issues. Based on the empirical study of two experiences led in the public sector, we illustrate the necessity to redefine the rules of control and to recast managerial practices and role.

[1]  V. Venkatesh,et al.  TELECOMMUTING TECHNOLOGY IMPLEMENTATIONS: A WITHIN‐ AND BETWEEN‐SUBJECTS LONGITUDINAL FIELD STUDY , 2002 .

[2]  P. Edwards,et al.  Involving employees in total quality management , 1998 .

[3]  S. Tietze,et al.  When "Work" Comes "Home": Coping Strategies of Teleworkers and their Families , 2002 .

[4]  Claire Dambrin,et al.  How does telework influence the manager-employee relationship? , 2004 .

[5]  France Bélanger,et al.  Workers' propensity to telecommute: An empirical study , 1999, Inf. Manag..

[6]  Thompson S. H. Teo,et al.  An Empirical Study of Attitudes Towards Teleworking among Information Technology (IT) Personnel , 1998 .

[7]  Paul Edwards,et al.  Commitment at Work and Independence From Management , 2003 .

[8]  Valeria Pulignano,et al.  Bureaucracy Transcended? New Patterns of Employment Regulation and Labour Control in the International Automotive Industry , 2006 .

[9]  Raffaella Valsecchi,et al.  Visible Moves and Invisible Bodies: The Case of Teleworking in an Italian Call Centre , 2006 .

[10]  Lynette Harris,et al.  Home‐based teleworking and the employment relationship , 2003 .

[11]  A. Sánchez,et al.  The environmental impacts of teleworking , 2004 .

[12]  Jack M. Nilles,et al.  Making Telecommuting Happen: A Guide for Telemanagers and Telecommuters , 1994 .

[13]  Laurent Taskin,et al.  Paradoxes from the Individualization of Human Resource Management: The Case of Telework , 2005 .

[14]  Nancy B. Kurland,et al.  Telecommuting, professional isolation, and employee development in public and private organizations , 2002 .

[15]  Keith Dickson,et al.  Teleworking Practice in Small and Medium-Sized Firms: Management Style and Worker Autonomy , 2005 .

[16]  Mats Alvesson,et al.  Cages in Tandem: Management Control, Social Identity, and Identification in a Knowledge-Intensive Firm , 2004 .

[17]  David Lamond,et al.  Teleworking: Frameworks for Organizational Research , 2001 .

[18]  P. Edwards,et al.  Empowerment and Managerial Labor Strategies , 2002 .

[19]  Pierre-yves Gomez,et al.  Conventions: An Interpretation of Deep Structure in Organizations , 2000 .

[20]  Danny Miller,et al.  Structural Change and Performance: Quantum Versus Piecemeal-Incremental Approaches , 1982 .

[21]  Daniel C. Feldman,et al.  Patterns of telecommuting and their consequences: Framing the research Agenda. , 1997 .

[22]  Alan Felstead,et al.  Managerial Control of Employees Working at Home , 2003 .

[23]  Kea G. Tijdens,et al.  Employees' opportunities, preferences, and practices in telecommuting adoption , 2004, Inf. Manag..

[24]  Cath Sullivan,et al.  What's in a Name? Definitions and Conceptualisations of Teleworking and Homeworking. , 2003 .

[25]  Martine Hlady Rispal.  La méthode des cas , 2002 .

[26]  Alan Felstead,et al.  Changing Places of Work , 2005 .

[27]  Stephen A. Marglin,et al.  What Do Bosses Do? , 1974 .

[28]  U. Huws,et al.  Telework: Towards the Elusive Office , 1990 .

[29]  R. Yin.  Case Study Research: Design and Methods , 1984 .

[30]  S. Deffayet.  Nouvelles Technologies de l'Information et de la Communication (NTIC) et contrôle dans la relation managériale : Du contrôle à la responsabilisation : Approches de l'entreprise et du système pénal , 2002 .

[31]  N. Fairweather.  Surveillance in Employment: The Case of Teleworking , 1999 .

[32]  David Wicks.  Successfully increasing technological control through minimizing workplace resistance: understanding the willingness to telework , 2002 .

[33]  Alain Verbeke,et al.  The organizational context of teleworking implementation , 2001 .

[34]  Nancy B. Kurland,et al.  A review of telework research: findings, new directions, and lessons for the study of modern work , 2002 .

[35]  G. Murray.  Work and employment relations in the high performance workplace , 2002 .

[36]  M. Alvesson,et al.  Identity regulation as organizational control: Producing the appropriate individual , 2002 .

[37]  Adrian John Wilkinson,et al.  Bouquets, Brickbats and Blinkers: Total Quality Management and Employee Involvement in Practice , 1997 .

[38]  Anthony Dobbins,et al.  Teamworking: a new dynamic in the pursuit of management control , 2001 .

[39]  U. Beck,et al.  Individualization: Institutionalized Individualism and its Social and Political Consequences , 2001 .

[40]  Chris Rees,et al.  The Determinants of Employee Responses to Total Quality Management: Six Case Studies , 1998 .