A qualitative multi-level analysis of factors influencing the diffusion and practice of teleworking among employees: insights from within three organisations
Teleworking remains a limited practice in organisations despite its widely reported potential to produce benefits for employers, employees and society as a whole. The reasons for the limited spread of telework are not wholly understood. Past research contributes to this lack of clarity by excluding from analysis data relating to those who refrain from permitting or practising telework, and by neglecting the contextual and situational conditions within which teleworking is implemented. The central aim of this thesis is to address these deficiencies in previous research by examining factors which influence the differential diffusion and practice of teleworking within organisations, through contextually-based, multi-level, qualitative research. Four specific research questions focus the study towards: examination of industry, organisation and job specific factors; senior and lower-level managers’ attitudes and approach to telework; non-teleworkers’ attitudes and approach to telework; and teleworkers’ individual characteristics and experiences of telework. The research draws upon one hundred semi-structured interviews with teleworkers, non-teleworkers and ex- teleworkers, as well as with managers and senior managers in three organisations: a local authority; a telecommunications organisation and a high-technology firm. The analysis also makes use of focus group and observational data. The study identifies a reinforcing relationship between industry, organisational and job specific factors which influences organisations’ strategic use of telework. It highlights senior managers’ strong influence on lower-level managers’ approach to telework and the manner in which telework is experienced within the workgroup. Teleworkers’ experiences and expected gender roles are also shown to influence employees’ differential participation in telework. The research develops typologies of different 'types' of job roles and voluntary teleworkers in relation to these factors and so clarifies the different imperatives governing use of telework within organisations.
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