Telecommuting and corporate culture: Implications for the mobile enterprise

  • Authors:

  • Anthony T. Hoang;Robert C. Nickerson;Paul Beckman;Jamie Eng

  • Affiliations:

  • College of Business, San Francisco State University, San Francisco, CA 94132, USA. E-mail: anthony_hoang@yahoo.com;(Corresponding author) Department of Information Systems, College of Business, San Francisco State University, San Francisco, CA 94132, USA. E-mail: RNick@sfsu.edu;Department of Information Systems, College of Business, San Francisco State University, San Francisco, CA 94132, USA. E-mail: pbeckman@sfsu.edu;Department of Decision Sciences, College of Business, San Francisco State University, San Francisco, CA 94132, USA. E-mail: jeng@sfsu.edu

  • Venue:
  • Information-Knowledge-Systems Management - Enterprise Mobility: Applications, Technologes and Strategies
  • Year:
  • 2008

Quantified Score

Hi-index 0.00

Visualization

Abstract

Enterprise mobility includes at home work often called telecommuting. Although telecommuting has been highly touted for a number of years, its adoption has seen varying levels of success. Earlier studies indicated that corporate culture might be a deterrent to the acceptance of the practice. The purpose of this research is to re-investigate the impact of corporate culture on telecommuting. This paper reports the results of a survey of business professionals and managers regarding perceptions of corporate culture toward telecommuting. The main conclusion of the paper is that corporate culture is still a deterrent to telecommuting in many organizations. The results have implications for management, workers, and organizations moving toward a more mobile enterprise.