Abstract
This paper presents research on the influence that organisational behaviour and workplace culture have on the success of and barriers faced by adopting telework within the B2C e-business context among organisations in Australia, Singapore and American based organisations in Singapore. This qualitative study used interview methods to determine success factors and barriers in adopting telework. A total of 16 participants were interviewed in the study and the outcomes highlight differences in the work-related values according to the respective cultural backgrounds of managers and employees. These findings create new possibilities for research on how telework success and barriers to success are perceived since a major existing limitation of the telework literature is that organisational theory has been largely ignored.
Highlights
This paper discusses the impact of cultural differences in Australia, Singapore and American based companies in Singapore on the perceptions that managers and employees have towards success factors and the barriers that they face in adopting telework in the business-to-consumer (B2C) e-business application
All cases agreed that organisational culture was a barrier, which was seen as a hindrance in fully accepting telework as an option to work in the B2C e-business application
This paper has shown that the knowledge of work-related values and organisational culture plays an important role in understanding the organisational consequences of telework
Summary
This paper discusses the impact of cultural differences in Australia, Singapore and American based companies in Singapore on the perceptions that managers and employees have towards success factors and the barriers that they face in adopting telework in the business-to-consumer (B2C) e-business application. This study examines various organisational theories, discussed as part of the literature review, in order to relate them to employees and management perception towards telework success and barriers faced, and to understand the difference and/or similarity in the contribution of success factors. This paper has five sections namely introduction, research method, results, analysis and discussion, and conclusion. This Introduction briefly outlines the paper and gives an overview of organisational behaviour theories, how employees and management view success and failure, and the success factors as seen by managers and employees. Research Method addresses the research paradigm used in this study, the scientific realism paradigm, and describes how the case study research methodology used in this study enables the success of telework and the barriers to its success to be studied in depth, and discusses the techniques used to analyse the collected data
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