Annals of Business Administrative Science
Online ISSN : 1347-4456
Print ISSN : 1347-4464
ISSN-L : 1347-4456

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Telework and multi-office
Lessons learned from the bubble economy
Nobuo Takahashi
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JOURNAL OPEN ACCESS Advance online publication

Article ID: 0210705a


Recently, “telework” and “workcations” have become interesting topics of discussions in Japan; however, similar discussions were held in Japan around 1990. At that time, there was a focus on “multi-habitation,” but in reality, the concept of “multi-office” working (wherein a manager belongs to two offices, the head office or the parent company in the Tokyo area and the local branch or subsidiary) was considered more important. In this evolved “matrix organization,” where one lived did not matter, but where one worked did. Despite of the lessons learned from that period, teleworking has become synonymous with telecommuting during the COVID-19 pandemic. The same is true for workcation because it is excessively associated with the desire of the local governments to encourage people to live in their area. Like multi-habitation, the abovementioned concepts have to deal with the where to live factor. However, for telework and workcations, realizing a “multi-office” system is more vital than whether the work is done at or near home. This was the case 30 years ago and has remained so since the outbreak of the COVID-19 pandemic.

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© 2021 Nobuo Takahashi. This is an Open Access article distributed under the terms of the Creative Commons Attribution License CC BY 4.0 (Attribution 4.0 International) license. The CC BY 4.0 license permits unrestricted reuse, distribution, and reproduction in any medium, provided the original work is properly cited.

This article is licensed under a Creative Commons [Attribution 4.0 International] license.