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Critical success factors in developing teleworking programs

Kellyann Berube Kowalski (Department of Management, Charlton College of Business, University of Massachusetts Dartmouth, North Dartmouth, Massachusetts, USA)
Jennifer Ann Swanson (Department of Business Administration, Stonehill College, North Easton, Massachusetts, USA)

Benchmarking: An International Journal

ISSN: 1463-5771

Article publication date: 1 June 2005

Abstract

Purpose

To provide a framework of critical success factors for practioners and employers looking to develop new or enhance existing telework programs.

Design/methodology/approach

This paper focuses on benchmarking the remote work arrangement of telecommuting. The issues of teleworking, including the benefits and challenges of such arrangements, are presented and reviewed. Based on a review of the teleworking literature, the authors have developed a framework that specifies the critical success factors that are instrumental in implementing or improving a teleworking program.

Findings

The authors put forward a framework of the critical success factors including support, communication, and trust that are instrumental in developing telework programs. In order to address both macro and micro levels of analysis, the framework outlines critical success factors at the organizational, managerial, and employee level.

Practical implications

In the information age, with rapid advances in technology and telecommunication systems, a teleworking program is not only a possibility, but also a smart strategic business decision. This paper provides a useful framework for organizations to employ when developing new or enhancing existing telework arrangements.

Originality/value

By focusing on benchmarking the teleworking process, this paper provides a new and structured approach in the development of telework programs.

Keywords

Citation

Berube Kowalski, K. and Swanson, J.A. (2005), "Critical success factors in developing teleworking programs", Benchmarking: An International Journal, Vol. 12 No. 3, pp. 236-249. https://doi.org/10.1108/14635770510600357

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited