Abstract
This paper presents research on the managerial reasons for the relatively slow up‐take of teleworking. Different definitions for telework are contrasted. It is proposed that an isolationist conception of telework predominates in the early teleworking literature and that this perception, coupled with outdated labour legislation and managerial attitudes towards staff supervision contributed to the relatively slow up‐take of telework. New forms of team‐based organisation of labour supported by groupware technology are proposed as a progression from isolationist telework into telecooperation.
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