Chapter 11. Teleworking and Virtual Organisations: The Human Impact

  1. David Holman4,
  2. Toby D. Wall,
  3. Chris W. Clegg,
  4. Paul Sparrow5 and
  5. Ann Howard6
  1. David Lamond1,
  2. Kevin Daniels2 and
  3. Peter Standen3

Published Online: 13 MAY 2008

DOI: 10.1002/9780470713365.ch11

The New Workplace: A Guide to the Human Impact of Modern Working Practices

The New Workplace: A Guide to the Human Impact of Modern Working Practices

How to Cite

Lamond, D., Daniels, K. and Standen, P. (2008) Teleworking and Virtual Organisations: The Human Impact, in The New Workplace: A Guide to the Human Impact of Modern Working Practices (eds D. Holman, T. D. Wall, C. W. Clegg, P. Sparrow and A. Howard), John Wiley & Sons, Ltd, Chichester, UK. doi: 10.1002/9780470713365.ch11

Editor Information

  1. 4

    University of Sheffield, UK

  2. 5

    University of Manchester, UK

  3. 6

    Development Dimensions International, New Jersey, USA

Author Information

  1. 1

    Sydney Graduate School of Management, University of Western Sydney, NSW, Australia

  2. 2

    Nottingham University Business School, UK

  3. 3

    Department of Management, Edith Cowan University, Western Australia

Publication History

  1. Published Online: 13 MAY 2008
  2. Published Print: 1 JAN 2002

ISBN Information

Print ISBN: 9780471485438

Online ISBN: 9780470713365

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Keywords:

  • employees work;
  • common arrangements;
  • widespread acceptance;
  • managers and employees;
  • telecommuting

Summary

This chapter contains section titled:

  • Teleworking and Teleworkers: Definitions and Typology

  • A Framework for the Study of Teleworking

  • Group Processes, the Individual, Hrm Practices and Telework

  • Conclusion: the Challenge of Managing Teleworkers

  • References