Working Anywhere Management Opportunities and Challenges

Working Anywhere Management Opportunities and Challenges

DOI: 10.4018/978-1-6684-4503-7.ch043
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Abstract

This chapter examines the literature relating to information and communications technology (ICT) and opportunities and barriers relating to anywhere working. The workforce is becoming more global, and workers can work from anywhere and still be connected with colleagues and collaborators. Although ICT is an enabler of anywhere working, sustainable anywhere working requires specific management skills and capabilities. Globalization of work requires organizations to manage workers ranging from full-time employees through to freelancers working in different locations including a central office, co-working center, from home, and other flexible options. The chapter concludes by proposing a research agenda and conceptual framework to identify the management skills and capabilities required to successfully manage anywhere working (other terms include telework and telecommuting). The proposed conceptual framework will inform researchers and managers on best practice for adopting sustainable anywhere working to achieve strategic business objectives.
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Background

The academic and practitioner literature has been examining anywhere working (other terms include telework, telecommuting, remote working) since the 1970s (Nilles, 1975, Hunton, 2010, Blount, 2015). The earlier literature in the 1970s and 1980s also used terms such as working from home, homework, the electronic cottage, Telecottage and telecenter (Nilles, 1975, Bibby, 1995, Toffler, 1980). More recent literature used terms such as virtual worker, virtual teams (Westfall, 2004), home-anchored worker (Wilks and Billsberry, 2007) and flexible work (Papalexandris & Kramar, 1997).

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