Unifying the fragmented models of information systems implementation
Critical issues in information systems research
Communications of the ACM
Telework towards the elusive office
Telework towards the elusive office
PC/Computing
Information systems implementation: testing a structural model
Information systems implementation: testing a structural model
Stimulating the use of computer-aided software engineering in information system departments: an empirical test of elements of innovation theory
The global network organization of the future: information management opportunities and challenges
Journal of Management Information Systems - Special issue: Information technology and organization design
Journal of Management Information Systems - Special section: Realizing value from information technology investment
Telework under the co-ordination of a distributed workflow management system
GROUP '97 Proceedings of the international ACM SIGGROUP conference on Supporting group work: the integration challenge
Influencing the decision to telework—testing the simplified decision model
SIGCPR '99 Proceedings of the 1999 ACM SIGCPR conference on Computer personnel research
Testing the simplified decision model of telework: a quasi-experimental study
SIGCPR '00 Proceedings of the 2000 ACM SIGCPR conference on Computer personnel research
ICIS '99 Proceedings of the 20th international conference on Information Systems
ICIS '98 Proceedings of the international conference on Information systems
The social responsibility of information systems developers
Socio-technical and human cognition elements of information systems
Telework effectiveness: task, technology and communication fit perspective
Business strategies for information technology management
Telecommuting and corporate culture: Implications for the mobile enterprise
Information-Knowledge-Systems Management - Enterprise Mobility: Applications, Technologes and Strategies
Facilitating Innovation Adoption and Diffusion: The Case of Telework
Information Resources Management Journal
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Despite predictions over the years that many employees would soon be teleworking from their homes, neither employees in general nor information systems (IS) professionals in particular, whose work is especially appropriate for telework, have begun teleworking to any large extent. The reasons for this lack of telework growth are empirically untested. Yet an understanding of why organizations and IS departments are not joining the telework bandwagon is critical if predictions of improved flexibility and productivity through telework are to be realized.This study used innovation theory to suggest key variables that may be related to telework use among IS programmer/analysts. A national survey of IS executives was used to obtain information on the variables relevant to IS telework assimilation. The survey resulted in responses from 252 IS departments describing their telework arrangements.Key variables related to both the adoption stage and the infusion stage of IS teleworking were middle management support for telework, administrative intensity, and professionalism. A variable significantly related only to the adoption decision was centralization. The key variable related only to the infusion stage was size. The variables that were not related to either adoption or infusion were specialization and formalization, suggesting that bureaucracy alone is not an obstacle to telework.Overall, the findings suggest a bottom-up initiation of telework; i.e., that programmer/analysts are initiating telework arrangements. Lack of middle management support for telework has a strong negative effect on the assimilation of telework. Thus, this study suggests that future research may wish to investigate further the reasons for lack of managerial support. Moreover, the lack of organizations getting on the telework bandwagon, together with the variables found significant in this study, suggest fruitful areas for future research may be an analysis of the type of publicity describing telework arrangements, managerial knowledge of telework arrangements, the nature of IS work appropriate for telework, and the managerial skills demanded by telework.