Abstract
The contemporary practice of employees working from an alternative location using information and communication technologies to maintain links with the usual workplace, termed telework, creates management and work practice challenges. The case of an Australian public sector organization's telecentre highlights such issues and the importance of management to telework's success. Despite a range of positive outcomes for employees and their employer, such as a better quality of working life, improved work-life balance and the pioneering of innovative and productive work practices, this experiment in post-Fordist flexibility was ultimately defeated by the lack of leadership skill displayed by an influential senior manager.
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