Abstract
Home-based telework is one of the arrangements organizations can introduce to facilitate a better balance between employees’ professional and private lives. This article focuses on the question of under what conditions managers grant a subordinate’s request to telework and what role national cultures play herein. By looking into managers’ willingness to delegate power and to trust home-based teleworkers we try to explain the slow adoption of home-based telework and the reported differences across Northern and Southern European countries. In doing so we will make use of Hofstede’s writings on national cultures and of the propositions made by the telework literature on how to mitigate the potential trust problem associated with distance working. The purpose of the article is to develop new hypotheses regarding factors that influence managerial decision-making concerning telework and how these interact with national cultures. To test the hypotheses, a cross-national vignette study is proposed.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: International Journal of Cross Cultural Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
