Abstract
Telework (also known as telecommuting) and virtual teams (also known as virtual collaboration) are seen as strategic organizational innovations with potential benefits to individuals, business, and society. Despite the rapid growth of telework and virtual team innovations, very little empirical research has investigated factors associated with their success. Thus, practitioners can only speculate why they succeed or fail. This empirical study investigated telework and virtual team innovations drawing upon commitment, information richness, and cognitive style (mental self-government) theory. Results indicate that certain combinations of cognitive styles and media contribute to commitment to the telework function and to virtual teams. Consequently, specific recommendations are made for teleworker selection, development, and for the design of the telework environment.
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