Abstract
This paper investigates the effects of telework and flexible work schedules on the performance of teams in new product development projects. Organizations increasingly introduce workplace flexibility practices that provide flexibility with regard to where or when the employee works. The findings of NPD teams in five cases, situated in two telecommunication firms, show that telework has a positive effect on NPD performance through enabling knowledge sharing, cross-functional cooperation and inter-organizational involvement. This improves the speed and quality of product development, provided that face-to-face contact is not completely replaced by virtual contact. A basic level of face-to face contact is necessary to offset the negative effects of telework on the quality of the shared knowledge, which are larger when the knowledge is sticky. Flexible work schedules and unexpectedly hot-desking were found to increase telework usage. This implies for managers that workplace flexibility needs enablers and cannot do without a sufficient level of face-to-face contact.
Published Version (
Free)
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 call