抄録
Since its emergence as an alternative work arrangement in the organizational field, telework has been the object of considerable debate. Various obstacles have been noted regarding the instigation of corporate telework programs ranging from the existence of inadequate technological platforms to inappropriate workflows and/or performance evaluation systems, or the perceived antagonistic mindset of managers. Such perceived obstacles, many of which are tenaciously held, represent a significant impediment to the greater uptake of corporate telework. Given the persistent nature of such beliefs, it is clear that both academic research and human resource management (HRM) have failed to communicate convincingly accepted knowledge regarding the requirements for the successful adoption of telework. This paper outlines frequently raised objections and classifies them into a few broad groupings. It further explores the complicated interplay between these issues, and finally proposes a research agenda in the HRM field as an initial attempt to rectify the current stalemate. Data is taken from a survey on corporate telework conducted by the Japan Telework Association in 2002.
