Advances in Business Research 2010 Volume 1.pdf


168

Advances in Business Research

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Kenneth Jones, Northeastern State University

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4*&.'$<,$4*-="+0$<($%!,$<,0"++"+0$*:$%!,$>?st Century. Surveys of top executives, though positive in outlook, would 

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growth of daily remote work.   

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waves of change, each one largely obliterating earlier cultures or civilizations and replacing them with ways of life 

inconceivable to those who came before. The First Wave of change - the agricultural revolution - took thousands of 

years to play itself out.  The Second Wave - the rise of the industrial civilization - took a mere three hundred years.  

Today history is even more accelerative, and it is likely that the Third Wave will sweep across history and complete 

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States’ historical business environment that spent nearly three hundred years leaving home-based employment only 

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form of the many types of remote work or telecommuting. Daniel Pink describes the move away from the “jobs” of 

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In 1997, 11.6 million employees of U.S. companies worked from home at least part of the time, though some 

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employees who worked at least one day per month from home doubled during the period from 1997 to 2003 (Home-

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at least once per month--28.7 million in 2006 to 33.7 million in 2008, but fewer were assigned remotely on a daily 

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remote contract labor and an increase in employees working remotely, and 100% of the total workforce working 

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development and perfection of the information technology that has permeated our society during the last thirty years. 

He sensed the natural return to the “hearth” at home where history tells us the world worker spent 10,000 years of 

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wildest imagination with the popularity of the Internet.

2010, Vol. 1, No. 1, 168-175

Jones



169

Advances in Business Research

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applications. Organizational and individual perspectives will be analyzed to include the characteristics of successful 

remote work assignments and the employee types most likely to succeed.

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remote - there seems to be at least six positive attractions. The positive attractions are explained but not listed in any 

order of magnitude of impact.

 First, the utilization of remote or remote work offers the organization lower absenteeism rates among 

employees.  Employees are less likely to avoid work if given the opportunity to work remotely or from home 

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otherwise be unavailable to relocate is a strong motivation to allow work from home (Moskowitz, 1995; Hoang et 

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the organization to respond or keep operations going when faced with non-business events and, more currently, 

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Government to consider the implementation of telework for maintaining operations during a terrorist event.

Individual Motivations

The individual motivations to engage in remote work are also valuable in understanding the effects of this 

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workers could add 15-hours of time to the remote worker’s life or work schedule. This could be prime time hours 

for reaching customers. One study by American Express Travel Services reports that home-based reservation 

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for individuals to choose to engage in remote work was the greater freedom and control in their personal schedule. 

Third, the increased productivity, for several reasons, was cited as making remote work more appealing (Moskowitz, 

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While there are positive reports of the organizations and individuals that telework, the negative results or 

expectations are also noteworthy. Most of these items relate to organizational culture and existing practices - the 

concern of losing current processes or methods.  

2010, Vol. 1, No. 1, 168-175

Jones



170

Advances in Business Research

B9$5#"H56"!#5/%F95+G5-:2

 

Three organizational impacts of remote work may appear negative to those considering participation. One, having 

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economic cost, and he encourages the promoters of telecommuting to evaluate the real cost to management when 

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 Reports on remote work have also expressed negative impacts on individuals in the remote work environment.  

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worker, and a current obstacle to engaging the best employees in the process, is the concern for being bypassed for 

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monitored within the organization’s performance structure becomes relevant. The employee must feel that the work 

they do in the remote environment, and the recognition for doing that work well, is valuable and contributing to their 

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This section will prepare the reader to understand what the research has reported as to the managerial and 

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managerial action or support needed to succeed. The second section will step back to view the overall organizational 

considerations of implementation of a successful remote work environment - taking the work to the worker. In this 

portion of the literature the introduction to the eight key elements of successful remote work environments will be 

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Managerial Attributes

Five attributes of the management environment appear essential to the success of remote work according to the 

literature. These items all involve the manner in which the employee is treated or accepted by management within 

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areas in which the manager can have an impact. One, the most crucial area noted as determining the successful 

longitudinal implementation of remote work is the necessity of top-management to buy-in to the concept (Adam & 

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to the success of remote was one of the key reasons for all successful implementations that were examined. This 

could be key to consistency in the work environment, which is one of the eight elements. Harrington and Ruppel 

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but, as a Nextra study found, 23% of top-management does not trust their employees to be productive (Flexible 

4'+C#$9E%O??OAB%&,'E%82$29*8*$-%/.'1!3%3*"*!'D%2%+*!2-#'$/.#D%G1#!-%'$%0'$M3*$0*%2$3%-+1/-%,#-.%-.*%,'+C*+%2$3%

-.*%+*8'-*%,'+C%*$"#+'$8*$-%;[.+#/-*$/*$E%<==O@%H2++#$9-'$%f%L1DD*!E%<== @̀%b-2D!*/E%O??<GAB%&.#/%*!*8*$-%,#!!%G*%

discussed more later, but this control system is a key element to remote work success. Three, the manager should 

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work with the remote employee to establish clear and distinct goals and objectives, then make sure the worker has 

2!!%'(%-.*%+*/'1+0*/%-'%8**-%-.*%9'2!/%*/-2G!#/.*3%;b-2D!*/E%O??<GAB%&.*%#$D1-%D+'"#3*3%GF%-.*%,'+C*+%#/%2$%*!*8*$-%

that is key to remote work success. Four, management must provide consistent feedback based on the evaluation 

of the remote worker’s success at meeting the goals jointly assigned (Gray, Hodson, and Gordon, 1994; Staples, 

O??<GAB%&.*%*"2!12-#'$%D+'0*//%#$%2%+*8'-*%*$"#+'$8*$-%D+'"#3*/%2$'-.*+%*!*8*$-%'(%+*8'-*%,'+C%/100*//B%Z#"*E%-.*%

manager must consider the remote worker to be as capable and available as non-remote workers (Fitzer, 1997; Staples, 

O??<2AB%K$%+*92+3/%-'%-.#/%*(('+-%GF%82$29*8*$-E%2%/-+'$9%0'881$#02-#'$%!#$C%G*-,**$%,'+C*+/%81/-%G*%3*/#9$*3%

2$3%82#$-2#$*3%GF%82$29*8*$-%;b-2D!*/E%O??<GAB%&.*%#8D'+-2$0*%'(%+*8'-*%,'+C*+/%G*#$9%#$('+8*3%2$3%#$"'!"*3%#$%

'+92$#R2-#'$2!%20-#"#-#*/%#/%2!/'%+*D'+-*3%#$%-.#/%+*92+3%;H'2$9%*-%2!E%O??>AB%&.#/%0'881$#02-#'$%#/%2$'-.*+%*!*8*$-%

of remote work measurement.

B9$5#"H56"!#5/%J669"G?6(2

K(% -.*%'+92$#R2-#'$% #/% -'% #8D!*8*$-% 2$3% /1/-2#$% 2%"#2G!*% +*8'-*%,'+C%'D-#'$% ('+% #-/% *8D!'F**/E% -.*+*% 2+*%M"*%

/100*//%(20-'+/%-.2-%-.*%'+92$#R2-#'$%81/-%G*%D+*D2+*3%-'%$1+-1+*E%D+'"#3*E%2$3%*$.2$0*B%&.*/*%M"*%#-*8/%.2"*%G**$%

+*D'+-*3%-'%/*01+*%23*d12-*%,'+C*+/%-'%!21$0.%-.*%+*8'-*%,'+C%D+'9+28%,.#!*%82#$-2#$#$9%+*/D*0-%('+%-.*%D+'9+28%

from the non-remote employees. One, goals and objectives for the program and for each employee assigned must 

G*%*/-2G!#/.*3%G*('+*%#8D!*8*$-2-#'$%;[.+#/-*$/*$E%<==OE%_+2F@%H'3/'$E%2$3%_'+3'$E%<==WAB%^*-*+8#$#$9%.',%-.*%

remote workers will be assessed by their performance is part of the important initial phase (Fitzer, 1997, Staples, 

O??<GAB%&.#/%D+'0*//%#/%8'+*%*((*0-#"*%#(%-.*%+*8'-*%2$3%$'$I+*8'-*%,'+C*+/%2+*%2//*//*3%*d12!!F%2$3%+*91!2+!FI/!2-*3%

8**-#$9/%2+*%D!2$$*3%#$%23"2$0*%'(%2!!%,'+C*+/%I%+*8'-*%2$3%$'$I+*8'-*%;b-2D!*/E%O??<2AB% %02!*$32+%2"2#!2G!*%-'%

2!!%8*8G*+/%'(%-.*%'+92$#R2-#'$%#/%/199*/-*3%;[.+#/-*$/*$E%<==OAB% %('+82!%0'$-+20-%,#-.%-.*%+1!*/%3*M$*3%G*-,**$%

the remote workers and management, on the behalf of the entire organization, is recommended to establish this 

M+/-%/100*//%(20-'+%;_*+G*+E%<==UAB%&,'E%-.*%31+2-#'$%2$3%*8D!'F**%*!#9#G#!#-F%'(%-.*%+*8'-*I,'+C%D+'P*0-%/.'1!3%G*%

/.2+*3%'D*$!F%,#-.#$%-.*%M+8%-'%*/-2G!#/.%-.*%21+2%'(%82$29*8*$-%2DD+'"2!%2-%-.*%.#9.*/-%!*"*!%;[.+#/-*$/*$E%<==O@%

H#92%f%b.#$E%O??XAB%&.#/%(**3G20C%D+'"#3*3%#/%8'-#"2-#'$2!%('+% -.*%/100*//(1!%+*8'-*%,'+C%*$"#+'$8*$-B%&.+**E%

0'8D!*-*% -+2#$#$9% ('+%2!!%8*8G*+/%'(% -.*%M+8%/.'1!3%G*% #8D!*8*$-*3%2$3%*cD!2#$*3%G*('+*% -.*%D+'9+28a/% #$#-#2!%

+'!!'1-% ;b-2D!*/E% O??<GAB%&.#/% /1DD'+-%8*0.2$#/8% #/% C*F% -'% +*8'-*%,'+C% 2$3% /100*//#'$%'(% -.*%M+8a/% !*23*+/.#DE%

drawing from all workers - remote and non-remote.  

&.*%D+*"#'1/%-.+**%2--+#G1-*/%2+*%3*/#9$*3%-'%('/-*+%2%D'/#-#"*%"#*,D'#$-%(+'8%2!!%#$%-.*%M+8%2$3%/**C%*$+'!!8*$-%

;D2+-I-#8*%2$3%(1!!I-#8*A%#$%-.*%'$9'#$9%+*8'-*%,'+C%D+'0*//B%&.*%0'881$#02-#'$%G*-,**$%+*8'-*%2$3%$'$I+*8'-*%

workers is also enhanced by this provision - (See the previous section for further details as to the importance of 

-.#/% +*!2-#'$/.#DAB%Z'1+E% /100*//%'(% -.*%'$9'#$9%D+'0*//% +*d1#+*/% -*0.$#02!% /1DD'+-% ('+% -.*% +*8'-*%,'+C*+%2$3% -.*%

3*-*+8#$2-#'$% GF% -.*% '+92$#R2-#'$% -'% D+'"#3*% -.*% D.F/#02!% *$"#+'$8*$-% $**3*3% ;b-2D!*/E% O??<GAB% &.#/% /.'1!3% G*%

,*!!%D!2$$*3%G*('+*%#8D!*8*$-2-#'$%G*9#$/%;^''!*FE%O??UAB%Z#"*E%32-2%/*01+#-F%81/-%G*%*$/1+*3%#(%-.*%D+'9+28%#/%-'%

/100**3%;H'2$9%*-%2!E%O??>AB%&.'/*%#8D20-*3%GF%-.#/%+*d1#+*8*$-%2+*%-.'/*%/-2C*.'!3*+/%2!'$9%2!!%'(%-.*%0'$$*0-#'$/%

'(%-.*%*$-*+D+#/*%I%#$0!13#$9%01/-'8*+/%2$3%/1DD!#*+/%; 328%f%[+'//2$E%O??<@%^''!*FE%O??UAB

8"//%8!9:I!9-(%<(9I!9'5#-(%@5#5$('(#6%C!/?6"!#2%;#-!?95$(%6.(%;#$5$('(#6%!I%7('!6(%8!9:K

&'32FE%-*0.$'!'9#02!%/'!1-#'$/%*c#/-%#$%-.*%('+8%'(%/F/-*8/%;2"2#!2G!*%'$!#$*A%GF%M+8/%'((*+#$9%-.*#+%/*+"#0*/%2/%

ASP’s or application service providers. Anyone, anywhere can access these Workforce Performance Management 

bF/-*8/%;4NSbAE%#$%2%D2F%('+%1/*%*$"#+'$8*$-E%,.#0.%,*+*%3*/#9$*3%('+%*8D!'F*+/J*8D!'F**/%G2/*3%2$F,.*+*%'$%

the globe. In this environment, companies do not need to take up large amount of space or manage memory-intensive 

D+'9+28/%#$%'(M0*IG2/*3%/*+"*+/B%&.#/%#/%-.*%D*+(*0-%M-%('+%+*8'-*%,'+C%$**3/B%]8D!'F**/%2$3%82$29*+/%02$%0+*2-*E%

manage, and store real-time feedback and control processes by going to the service provider’s website from anywhere 

'$%-.*%D!2$*-%;_*--#$9%&.*+*E%O??UAB

4NSb%02$%D+'"#3*%-.*%*#9.-%*!*8*$-/E%2/%.#9.!#9.-*3%*2+!#*+E%+*d1#+*3%-'%/100*//(1!!F%#8D!*8*$-%+*8'-*%,'+CB%%

These eight elements are offered by directed input from the performing employee; providing evaluation readily 

('+%,'+C%D*+('+8*3@%2!!',#$9%0'881$#02-#'$%G*-,**$%+*8'-*%*8D!'F**/%2$3%'(M0*IG'1$3%,'+C*+/@%*$0'1+29#$9%

0'$/#/-*$0F%#$%-.*%2"2#!2G#!#-F%'(%D*+('+82$0*%*"2!12-#'$@%D'/-#$9%3*M$*3%+1!*/%('+%-.*%,'+CD!20*%$'-%3*D*$3*$-%'$%

where the worker is geographically located; directing support to the remote worker as they remain viable candidates 

('+%1D,2+3%8'G#!#-F%,#-.#$%-.*%M+8@%2//*//#$9%,'+C%2$3%*$0'1+29#$9%#8D+'"*8*$-%'+%+*,2+3#$9%('+%2%P'G%,*!!%3'$*%

via feedback mechanisms; and culminating in system of controls that can be trusted by manager and employee 

;_*--#$9%&.*+*E%O??UAB% K(% -.#/% /'!1-#'$%,2/%D+'"#3*3E%'+% #-/%2"2#!2G#!#-F%823*%C$',$E%,'1!3% -.#/%*$.2$0*%,'+C*+%

#$-*+*/-%#$%200*D-#$9J/1D*+"#/#$9%+*8'-*%,'+C%2//#9$8*$-/g%%

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<7B<BC;F%7;C;J7A&%,B%F;D3*;%,&;%<7BLM;@

Problem Statement

 

K$% +*8'-*% ,'+C% *$"#+'$8*$-/E% ,#-.'1-% -*8D'+2!J-20-#!*% 0'$-20-E% 2% !20C% '(% /F/-*82-#0% D*+('+82$0*% 0'$-+'!/%

between management and employee represents an obstacle to engagement in remote work solutions and to the 

potential economic and ecological savings they represent.

Research Question 

[2$% 2"2#!2G#!#-F% '(%4'+C('+0*% N*+('+82$0*%S2$29*8*$-% bF/-*8/% ;4NSbA% D'/#-#"*!F% 2((*0-% -.*% 3*0#/#'$% -'%

*$929*%#$%+*8'-*%,'+C%*$"#+'$8*$-/g

*?//%&04!6.(2(2

 %D2#+*3I/28D!*%6-I-*/-:%/.'1!3%"2!#32-*%,.*-.*+%-.*+*%#/%2%/-2-#/-#02!!F%/#9$#M02$-%3#((*+*$0*%#$%-.*%/1+"*F%+*/1!-/%

between the pre-information and post-information sessions of participants. The results of the test will determine the 

2$/,*+/%-'%-.*%-,'%82P'+%.FD'-.*/*/%G*!',5

 

&N55%4'+C('+0*% D*+('+82$0*%82$29*8*$-% /'!1-#'$/% 2+*% $'-% D*+0*#"*3% 2/% D'/#-#"*!F% 2((*0-#$9% -.*%,#!!#$9$*//% -'%

engage in remote work. 

 

Pre-information µ = Post-information µ

 

&NG5%4'+C('+0*%D*+('+82$0*%82$29*8*$-%/'!1-#'$/%2+*%D*+0*#"*3%2/%D'/#-#"*!F%2((*0-#$9%-.*%,#!!#$9$*//%-'%*$929*%

in remote work. 

 

N+*I#$('+82-#'$%h%i%N'/-I#$('+82-#'$%h

e*0*//2+F%#$9+*3#*$-/%-'%-.*%D+*I#$('+82-#'$%d1*/-#'$/5

Z!',%'(%d1*/-#'$/%/.'1!3%+*!2-*%-.*%-'D#0%-'%-.*%D2+-#0#D2$-a/%01++*$-%#$-*+*/-%-'%,'+C%+*8'-*!F%G2/*3%'$%-.*%"2!#3#-F%

of the eight elements of remote work performance success.

e*0*//2+F%#$9+*3#*$-/%-'%-.*%D'/-I#$('+82-#'$%d1*/-#'$/5
 

1. System solution relates to the pre-information statement.

2. The participant is reminded that the technological solution is a part of a systematic approach thoroughly 

3#/01//*3%,#-.#$%-.*%K$('+82-#'$J]3102-#'$%]!*8*$-B

3. &.*%C*F% -'%/100*//%'(% -.*%/F/-*8%/'!1-#'$%,#!!% +*d1#+*% -.*%0'$('+8#-FE%200'1$-2G#!#-FE%2$3% #$-*9+#-F%'(% -.*%

D2+-#0#D2$-%;,.*-.*+%/1D*+"#/'+%'+%*8D!'F**AB%N*'D!*%#8D!*8*$-%/F/-*8/B

 

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Research Questions Before and After

 

j#C*+-%b02!*%*cD!2$2-#'$5%%['$/#3*+/%,#!!#$9$*//%-'%0'$/#3*+%+*8'-*%,'+C%*$"#+'$8*$-

3#I!9'56"!#O;=?-56"!#%;/('(#6

All survey participants will watch a ten-minute presentation which is completely Internet based. The presentation 

,#!!% 0'$-2#$% #$('+82-#'$% 2G'1-%4'+C('+0*%N*+('+82$0*%S2$29*8*$-%bF/-*8/% ;4NSbA% -.2-%D+'"#3*% +*23FI823*%

communication tools to monitor workforce performance, performance evaluations and automated feedback and 

control solutions. The purpose of this element is to supply a pedagogical process that encourages the participant to 

/**%-.2-%/'(-,2+*%#/%2!+*23F%2"2#!2G!*%-.2-%02$%*$.2$0*%-.*%+*d1#+*3%(**3G20C%2$3%0'$-+'!%/F/-*8/%#$%,.#0.%-'%1-#!#R*%

and maintain the eight key elements to successful remote work performance. The researcher expects the participants 

-'%G*0'8*%2,2+*%-.2-%-.*%/F/-*8/%/'!1-#'$/%,#!!%+*d1#+*%0'$/#3*+2G!*%233#-#'$2!%*(('+-%-'%0'881$#02-*%'$%-.*%D2+-%'(%

-.*%82$29*+J*8D!'F**%/1+"*F*3E%#(%/10.%2%/F/-*8%'(%(**3G20C%2$3%0'$-+'!/%#/%-'%G*%#8D!*8*$-*3%'+%3'*/%$'-%2!+*23F%

exist within the culture of the organization in which the participant works. The software will not set up the system 

'(%,'+C('+0*%D*+('+82$0*%82$29*8*$-%#$%-.*%#$3#"#312!%,'+CD!20*E%2$3%1$!*//%-.*%0'8D2$F%*8D!'F**J/1D*+"#/'+%#/%

willing to contribute to such a system, the impact of the WPMS will be statistically negligible.

 

0                          1                          2                          3                          4                        5                         6                         7 
  

 
 

Unwilling  to Consider Remote Work                       Indifferent              Most Willing  to Consider Remote Work 
 

Before - Reflects current remote/non-remote work environment After - Reflects desirable/non-desirable  remote work environment 

after employing WPMS technology 

Input: Freedom to choose my schedule and set my goals of 

productivity within the current work environment has an impact 

on my willingness to work remotely 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Input: Ability of management systems to allow my supervisor and me 

to monitor my goals and track my performance in relation to the goals 

has an impact on my willingness to work remotely 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Evaluation: Level of management awareness of my work 

habits/ethic and the impact on current work environment 

 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 – 7 

Evaluation: System capabilities to report work behavior to 

management and the impact on my willingness to work out of the 

current environment 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Communication (Technology): The ability to communicate with 

fellow workers and supervision has an impact on my willingness 

to work remotely 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Communication (Technology): Access to remote office files and fellow 

workers/supervisors via telecommunications technology would have an 

impact on my willingness to work remotely 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Consistency: Feedback with management is sure and focused 

affecting my willingness to work in a distributed environment 

 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Consistency: Constant availability of my current performance 

consistently related with agreed goals and management perceptions 

would impact my willingness to work in environment 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

 

Rules Defined: Agreed work performance measurement being 

articulated and implemented would impact my willingness to 

work remotely 

 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Rules Defined: Management awareness of what my performance 

should be with the ability to readily/instantly compare with my daily 

effort would impact my willingness to work remotely 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Support/Succession: Potential promotion within the company 

would impact my decision to work outside the office 

 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Support/Succession: My supervisor’s instantaneous access to my daily 

performance when making succession decisions would impact my 

willingness to work outside the office 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Feedback/Motivation: Regular evaluations of my work based on 

agreed performance measurements would impact my work 

location 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Feedback/Motivation: Knowing that management can readily provide 

feedback as to my efforts anytime/anywhere would affect my 

willingness to work remotely 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Control (System is trusted): Control mechanisms to encourage 

me to maintain agreed performance goals, possibly realigning my 

efforts would impact my willingness to work remotely 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

Control (System is trusted): Systematic adjustments to my work via 

comparison to agreed goals and realignment suggestions would affect 

my willingness to work remotely 

 

0 – 1 – 2 – 3 – 4 – 5 – 6 - 7 

 

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BGP(-6">(%!I%7(2(59-.

When knowledge of systematic feedback and control measures in the form of WPMS is made available to those 

0'$/#3*+#$9%+*8'-*%,'+C%*$"#+'$8*$-/E%$'%/-2-#/-#02!!F%/#9$#M02$-%3#((*+*$0*%#$%-.*%#$-*+*/-%-'%*$929*%#$%+*8'-*%,'+C%

will be incurred. Thus, by providing information about WPMS in the context of working from remote locations, 

interest levels will not change before and after such education occurs.   

7;D;7;*A;C

 328E%ZBE%f%[+'//2$E%_B%O??<B%,(/(+!9:"#$%"#%39(/5#=)%322?(2%5#=%4(924(-6">(2Q%3#%,(/(-!''?6"#$%5#=%R"96?5/%

BIS-(2)%322?(2%5#=%B44!96?#"6"(2%;DDB%O>IW=AB%T'.$/'$E%eBTB%;]3BAE%K3*2%_+'1D%N1G!#/.#$95%H*+/.*FE%N B

Baruch, Y. 2001. The status of research on teleworking and an agenda for future research. International Journal of 

Management Reviews !"#!$$"%$&'(

)*+,-./0-/0 ! 1(! $''&(! 23034,04! ,05,-,67/! /897:;//-#! <:=! .:! 8//.! .*/! ./7/>:88?.,04! >*377/04/(! !"#$%!&'()

Relations Today !@?88/+#!$""%$A"(

B30,/7- ! 1( ! C38:0D ! B( ! E! @.30D/0 ! F(! &GG$(!H/7/=:+I,04#! J+38/=:+I-! K:+! :+430,L3.,:037! +/-/3+>*(! Journal of 

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J,.L/+ !2(!$''N(!23034,04!K+:8!3K3+#!F/+K:+830>/!30D!+/=3+D-!,0!3!./7/>:88?.,04!/05,+:08/0.(!Compensation and 

*&'&+(,)-&./&0 !&'#!OP%N"(

Friedman, T. 2005. 12&) 0$3#4) /,) 56(7) 8) 93/&:) 2/,($3%) $:) (2&) (0&'(%;+3,() <&'(=3%(! Q/=! R:+I#! J3+3+ ! @.+3?- ! 

and Giroux.

Gerber, B. 1995. Virtual teams. Training !"&#!"O%AG(

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<3++,04.:0 !@( !E!Z?99/7 !)(!$'''(!H/7/>:88?.,04#![!./-.!:K!.+?-. !>:89/.,04!! 537?/- ! 30D! +/73.,5/! 3D530.34/(!

@   )136',6<(/$',)$')A3$:&,,/$'6#)B$!!='/<6(/$' !A&#!223-239.

<:304 ![( !Q,>I/+-:0 !Z( !\/>I830 !F( !E!X04 !](!&GGM(!H/7/>:88?.,04!30D!>:+9:+3./!>?7.?+/#!T897,>3.,:0-!K:+!.*/!

mobile enterprise. Information Knowledge Systems Management !N#!NN%'N(

Higa, K., & Shin, B. 2003. Telework experience in Japan. Communications of the ACM !AO#!&""%&A&(

2>)7:-I/; !B( !E!T463+,3 !2(!&GG"(!B:/-!:?.!:K!-,4*.!8/30!:?.!:K!8,0D^![0!/89,+,>37!,05/-.,43.,:0!:K!.*/!>3+//+!

advancement prospects of telecommuters. Information Resource Management Journal ![9+,7%]?0/#!$'%"A(!

Moskowitz, R. 2007. Cash for telecommuting(!F?67,-*/D!:0!.*/!Y3>*:5,3!=/6!-,./!3.#!!*..9#WW===(=3>*:5,3(>:8W!

-8377_6,LW934/W9+,0./+WG  AAN_'N&_$O'P_$'AO_$'O$ GG(*.87

Pink, D. 2001. C3&&)6?&'()'6(/$'7)12&):=(=3&)$:)0$3>/'?):$3)%$=3,&#:(!Q/=!R:+I#!Y3+0/+!\?-,0/--!\::I-(

Z/,0->* !Q(!$''N(!Z/73.,:0-*,9!6/.=//0!./7/>:88?.,04!=:+I/+-!30D!.*/,+!83034/+-#![0!/`97:+3.:+;!-.?D;(!Journal of 

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Advances in Business Research

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Kenneth Jones is an instructor of information systems and high-tech marketing at Northeastern State University.  

He is a doctorate of business administration candidate at Anderson University, with an emphasis in management, 

employing an information systems approach. His current research interests include remote work environments, 

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2010, Vol. 1, No. 1, 168-175

Jones