Measurement of environmental impacts of telework adoption amidst change in complex organizations: AT&T survey methodology and results

Abstract Telecommuting practices and their environmental and organizational performance impacts have stimulated research across academic disciplines. Although telecommuting trends and impact projections are reported, few true longitudinal studies involving large organizations have been conducted. Published studies typically lack the research design elements to control a major confounding variable: rapid and widespread organizational change. Yet social science ‘Best Practices’ and market research industry quality control procedures exist that can help manage organizational change effects and other common sources of measurement error. In 1992, AT&T established a formal, corporate-wide telecommuting policy. A research and statistical modeling initiative was implemented to measure how flexible work arrangements reduce automotive emissions. Annual employee surveys were begun in 1994. As telecommuting benefits have been increasingly recognized within AT&T, the essential construct has been redefined as ‘telework.’ The survey's scope has expanded to address broader organization issues and provide guidance to multiple internal constituencies. This paper focuses upon the procedures used to reliably measure the adoption of telework practices and model their environmental impact, and contrasts those procedures with other, less reliable methodologies.