Tele work: dispersed organizational activity and new forms of spatial - temporal coordination and control

Wielen, J. M. M. Van der; Taillieu, T. C. B.; Poolman, J. A.; Zuilichem, J. Van

http://hdl.handle.net/10400.12/3040

Use this identifier to reference this record.

Name:	Description:	Size:	Format:
1994_1_103.pdf		1.13 MB	Adobe PDF	Download

Send Feedback

Authors

Wielen, J. M. M. Van der

Taillieu, T. C. B.

Poolman, J. A.

Zuilichem, J. Van

Abstract(s)

This article focuses on a set of new flexible work arrangements commonly referred to as cctelework) or cctelecommuting,). Although it is not possible to give an unambiguous and precise definition of telework, there is some working consensus on the subject: the belief is held that information technology has made it possible to relocate many types of work involving the electronic processing of information geographically, and telework is the term used to describe workers who have been relocated in this way. An attempt is made to develop theoretical framework in which telework cart be studied. For this purpose the changes that take place: in the environment of organizations have been taken into consideration. It is suggested that as a result of the redesign process new organizational forms emerge that are characterized by a ((dispersed activity pattern)). Dispersed Organizations, are designed to overcome time-andplace constraints associated with rigid bureaucratic structuring and can be distinguished from existing bureaucratic organizations because they are based on it different design philosophy with regard to how, where and when work is done. Dispersed organizations are being characterized by different time and place constraints with respect to interaction between operational units. Although organizations with dispersed activities can be found nowadays in almost every institutional area, little systematic analysis has yet been undertaken. It is assumed that different forms of telework can be studied within this context. The concept of (dispersed organizations) will be discussed and illustrated with results from a case-study conducted in an energycompany in the Netherlands.