Flexible Organizational Culture Research Articles

Cultivating flexibility: the relationship between flexible organizational values, participation climate, and job attitudes from an employee perspective

AbstractAdopting a flexible organizational culture have the potential to be a remedy for organizations that face globalization, technological advancements, and higher expectations from the workforce. However, research on the mechanism between organizational culture and its outcomes remain understudied. This study adopts an employee-centric approach, suggesting that employees’ perception of a participation climate act as a mediator between flexible organizational culture values (clan and adhocracy values) and employees’ organizational commitment and readiness for change. Cross-sectional data was collected from 619 police employees and analyzed by a two-step structural equation modeling approach. The results supports participation climate as a mediator. Participation climate partially mediated the relationship between clan culture and organizational commitment, adhocracy culture and organizational commitment, and adhocracy culture and readiness for change. Full mediation was found for the relationship between clan culture and readiness for change. Theoretically, this study provides supporting evidence of a relationship between employees’ perceptions of flexible organizational values and a climate for participation, grounded in the notion that organizational climate is the surface level manifestation of organizational culture. Practically, the results offer valuable insight for leaders and organizations who seek knowledge on flexible values, participation climate, employee commitment and readiness for change.

Customer adoption of Chat GPT for web development and programming assistance in the Zimbabwe tech industry

ChatGPT, an advanced conversational AI model by OpenAI, signifies a significant leap in human-computer interaction. Optimized for dialogue, ChatGPT has the potential to transform web development and programming support. In Zimbabwe, 60% of IT programmers express concerns about UI/UX design, while 70% face challenges in service quality due to software flaws and inadequate testing. This study investigates ChatGPT's application in Zimbabwe's tech industry for web development and programming support, and its impact on organizational performance. Employing an integrated Delone and McLean IS Success Model, the research examines adoption trends, barriers, and benefits of integrating ChatGPT into development workflows.A quantitative approach was utilized, employing survey data and statistical methods. A 5-point Likert Scale survey was distributed to 30 Zimbabwean ICT workers. Data analysis with SmartPLS 3.0 included descriptive and confirmatory factor analyses to assess reliability (Cronbach's alpha, composite reliability) and validity (factor loadings, AVE, HTMT ratio). Results indicate that ChatGPT significantly influences system, information, and service quality, enhancing user satisfaction and organizational benefits, with system quality exerting the strongest impact. Moreover, system quality positively affects organizational performance, though the moderating role of flexible organizational culture was insignificant. Recommendations include enhancing training data tailored to local technological needs, integrating real-time data sources, offering a paid version for updated data, ensuring robust error handling for service quality, providing educational resources, implementing feedback mechanisms, conducting developer training programs, and promoting cross-functional collaboration.

아동청소년복지 종사자 역량에 관한 요구 분석

Objectives The purpose of this study was to provide basic data to explore the direction of practice of strengthen-ing the professional competency of child and youth welfare workers.
 Methods The subjects of the study were collected from 163 child and youth welfare workers from July 2022 to March 2023. The measurement tools were based on 14 standards of The NASW Standards for Social Work Practice in Child Welfare of the National Association of Social Workers.
 Results As a result of the study, according to the method of deriving the priorities of Borich need and The Locus for Focus model, the common high needs were ‘Administration’, ‘professional development’, ‘qualification’, and ‘collaboration’. And the next needs were ‘advocacy’ and ‘supervision’.
 Conclusions Based on the research results, strengthening qualification standards for professional development and reinforcement, preparing a systematic supervision system, institutional reorganization to improve excessive workload and caseload, opening of essential courses in conservative education to create an appropriate horizontal communication system and flexible organizational culture, active advocacy activities was suggested.

Transformational leadership program and its impact on organizational culture: The case of the Provincial Municipality of Huaura – Peru

Introduction/Objective: A transformational leader means originating and stimulating positive change in their followers. These leaders are not only involved and focused on the progress of each follower, but also on building a flexible organizational culture. The study sought to determine how the application of a transformational leadership program improves the organizational culture of the Provincial Municipality of Huaura, Peru. Methodology: Quantitative study, experimental design with pretest-posttest and control group, and explanatory scope. Data were collected through a pre- and post-test. The sample was random and included 60 workers of this entity, who were distributed in two groups of 30 elements each and were administered a 20-question questionnaire. Results: According to the Mann-Whitney U statistic, it was found that in the pretest the perception of organizational culture obtained a value of 0.216 higher than the theoretical Sig. (α = 0.05); however, after administering the program, in the posttest, the perception of the entity’s culture was 0.000 lower than the theoretical Sig. Conclusions: It was confirmed that the administration of a transformational leadership program significantly improved the organizational culture in the institution under study, since it contributed to the employees’ commitment to their work and the institution, to the sharing of new values and the assumption of better policies to face changing environments, as well as to innovate and accept risks, and to orient themselves as a team towards results.

Prospects and Challenges of Lean Manufacturing Deployment within Manufacturing SMEs in Nigeria: A Literature Review

Small and medium enterprises (SMEs) played a vital role in manufacturing goods for consumer and industrial purposes, making them instrumental in business growth and economic development. However, issues of poor quality and substandard products prevail due to limited technical knowledge that hindered them from competing locally and globally in Nigeria—arising from the lack of lean manufacturing deployment and implementation. Therefore, the study aims to provide an insight into the prospect and challenges of manufacturing SMEs in Nigeria as it relates to the deployment of lean manufacturing tools and techniques. The study would aid manufacturing SMEs in better comprehending their potentials and problems, hence, deploying lean manufacturing initiatives successfully. The study applied a literature review approach through past empirical and conceptual studies from reputable journals and reports. Based on the available literature, the study finds that though manufacturing SMEs in Nigeria are faced with numerous issues, e.g., poor leadership, lack of qualified personnel, and inadequate funds , they have shown higher prospects of deploying lean manufacturing successfully. The study concludes that manufacturing SMEs should bank on potentials like flexible organizational culture and structure, easy access to customers and suppliers, and flexible manufacturing system to deploy lean manufacturing, which will further aid in waste elimination, value addition, customer satisfaction, and enhanced performance. The study serves as the foundation for further empirical research on issues related to lean manufacturing deployment within SMEs, thereby proffering solutions to the quality challenges they are facing.

Implementation of peer support in mental health services: A systematic review of the literature.

Peer support within mental health services has a growing evidence base and aligns with current policies of recovery-oriented care. Despite these advantages, widespread implementation of peer support remains limited, likely due to various methodological and implementation issues. Researchers have noted the importance of utilizing an implementation framework to understand best practices for implementation. Therefore, the purpose of the current study was to synthesize the existing literature on the implementation of peer support interventions and identify barriers and facilitators using an implementation framework. The Consolidated Framework for Implementation Research (CFIR) was used to organize the literature obtained in the systematic search and synthesize best practices for implementation. The systematic search identified 19 published articles that were coded for relevant information including implementation barriers and facilitators. The review highlighted a number of important elements for implementation within the CFIR domains, including clear role definition, a flexible organizational culture, and education for peer and nonpeer staff. Implementation barriers included an organizational culture without a recovery focus, allied practitioners' beliefs about peer support, and an unclear peer role. The results of this review provide a summary of best practices for the implementation of peer support in mental health services that can be used by researchers and service providers in future implementation. These practices should continue to be tested and reworked as the climate of recovery-oriented services within mental health organizations evolves. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Pandemi Günlerinde Örgüt Kültürünün Değişen Yüzü Üzerine Bir Araştırma

Organizational culture tries to understand human behavior by analyzing thoughts, attitudes, and behaviors. The main purpose of research on organizational culture is to understand organizational functioning and organizational behavior better. The main purpose of this study is to examine the experiences of faculty members working at a state university regarding the changes in organizational culture during the pandemic process. It is qualitative research in terms of research method, and the case study design, one of the qualitative research designs, was used in the research. The research was carried out with a study group of 16 academics and administrative staff working in different units of universities. Observation and semi-structured interview techniques were used as data collection tools in the research. The collected data were analyzed with the transfer of observations and qualitative content analysis. According to the analysis findings, the participants' opinions on the change in organizational ethnography during the pandemic process indicate a significant change in this process's organizational attitudes and behaviors. Analysis findings reveal that a traumatic change such as a pandemic causes various uncertainties and resistances in the organizational field. It is understood that organizational support is essential for constructing a flexible organizational culture suitable for the conditions of this process to eliminate job dissatisfaction and loss of motivation caused by the pandemic.

Leadership Challenges in the Context of "Flexible Working" and Its Implication to a Virtual Workplace: Case Study of a China's Publishing House

This research aims to explore what challenges the management leaders face when dealing with flexible working employees in a remote working environment, based on the case of one of China's biggest publishing houses—People's Literature Publishing House. Through primary research that targets the managers and employees of the Publishing House, 63 valid questionnaires were collected. The survey was conducted to testify six pairs of variables, specifically the relationship between leaders' communication (independent variable) and employee performance (response variable), between leaders' mental support and employee performance & psychological health, between the use of technology and leadership effectiveness, and between leaders' promotion of flexible organizational culture and employee performance (e.g. engagement, productivity, creativity). The research findings show that leaders' effective communication, mental support, and promotion of flexible organizational culture are great challenges for leaders to manage the employees who work in the virtual environment and improve overall employee performance. The survey results are of great value to the virtual workplace as leaders should emphasize their skills and abilities to deal with flexible working employees, e.g. empowering, effective online communication, and motivating employees in the remote working environment, etc.

Challenging Behaviors as a Relational Phenomenon: Findings From a Qualitative Study in a Nursing Home in Norway

Challenging behaviors are common in nursing homes. Drawing on rich qualitative data from fieldwork and in-depth interviews with staff in a nursing home in Norway, we will explore (a) how challenging behaviors unfolded, and (b) how such incidents were handled and talked about among staff. Our data is presented firstly through Anna’s story as an introduction to discussing: (1) the problem of contrasting approaches to avoid challenging behaviors and (2) the importance of knowing the resident. Christopher’s story then works as an introduction to discuss (3) the importance of understanding how to prioritize, (4) the importance of caring with connection and concern, and (5) the importance of sharing success stories among staff. In conclusion we argue that we should develop a more flexible organizational culture and a staffing practice in which care workers are empowered to use their discretion and thus to care for the residents with more connection and sensitivity than is currently the case.

A COMPARATIVE ANALYSIS OF IMPLEMENTATION OF LEAN ACCOUNTING IN MANUFACTURING AND HEALTHCARE SECTORS

Lean accounting is an emerging strategy that is being used by enterprises to achieve their business objectives. Several studies are reporting the implementation of lean accounting in manufacturing and healthcare sectors. However, no study has been conducted to compare lean accounting implementation in both sectors. This research reviews, analyzes and compares lean accounting implementation in manufacturing and healthcare sectors. A qualitative approach based on literature review and content analysis is used. Data is collected from secondary sources including journal articles and publications on practical case studies of lean implementation in both manufacturing and healthcare sectors. The analysis of the data reveals that three tools are commonly used for lean accounting implementation in both sectors, namely, Value Stream Mapping, Kaizen and Lean Six Sigma. It is also found that top manager commitment, flexible organizational culture, proper planning, and training are common requirements for the success of lean accounting implementation in manufacturing and healthcare. With regard to the challenges in implementing lean accounting in both sectors, the study discovers the existence of two common barriers including the shortage of people with knowledge of lean accounting principles and the lack of step-by-step guidelines on how to implement these principles. Finally, the study reveals that the outcomes of lean accounting implementation in both sectors are customers’ satisfaction, cost reduction, and flexible communication amongst the staffs within the organization. The study is a contribution to knowledge in that it investigates and highlights the lean adoption practices specific to each of the manufacturing and healthcare sectors, as well as the commonalities of lean practices in both sectors.

Performance-based pharmacy payment models: key components and critical implementation considerations for successful uptake and integration.

BACKGROUND: In the United States, the shift towards value-based health care seeks to improve patient outcomes while reducing health care spending. Although the federal government has led the implementation of performance-based models for physicians and health care systems, commercial entities have largely been responsible for the development of similar models within pharmacy. For the purposes of this study, performance-based pharmacy payment models (PBPPMs) were defined as prescription drug payment models that determine reimbursement or fees for community pharmacies based in part on measured performance. These PBPPMs incentivize pharmacies to improve patient care by linking reimbursement to performance measures. However, the design and implementation of PBPPMs lack transparency and have not been described in the literature. OBJECTIVES: To (1) describe the structure of PBPPMs in the United States and (2) identify contextual and motivational influences that need to be considered for successful uptake and integration of these models. METHODS: A search of peer-reviewed and grey literature was undertaken. In addition, semi-structured stakeholder interviews were conducted with a convenience sample of 17 individuals who were community pharmacists, payers, quality measure developers and vendors, academics, and pharmacy advocacy organization leaders. Data were analyzed to understand the current structure of PBPPMs and opportunities for improvement, as well as implementation considerations that included facilitators, barriers, and key insights. RESULTS: This study identified 4 major components of US PBPPMs: attribution, performance and quality measures, incentive structures, and patient care services. A number of barriers (eg, lack of alignment) and recommendations to improve the current structure of PBPPMs (eg, the need for adequate incentives to facilitate change) were highlighted. Notable implementation considerations centered around (1) establishing common ground among stakeholders to avoid misalignment and encourage engagement; (2) the importance of a quality-driven, innovative, and flexible organizational culture with access to data infrastructure, adjusted workflows, and relevant trainings; (3) supporting the cultural transition to value-based health care; and (4) application of financial incentives at the pharmacy or pharmacist level. CONCLUSIONS: To better develop and implement PBPPMs, it is first critical to understand the key components that define these models and the needed changes to their structure. In addition, identifying the contextual and motivational factors that influence their successful integration can improve future uptake. This study illustrates the landscape of PBPPMs in the United States, as well as makes recommendations for improvement in their design. To improve future development and implementation of these models, the following recommendations are highlighted: (1) increase transparency and alignment of measures with the incentive structure; (2) embrace innovative business models; (3) carefully plan and use roadmaps that outline successful uptake and implementation; and (4) foster culture of quality at all levels of health care. DISCLOSURES: This study was sponsored by Pharm-Alliance, an alliance between the pharmacy schools of the University of North Carolina at Chapel Hill, Monash University, and University College London. Urick reports consulting fees from Pharmacy Quality Solutions and Cardinal Health, unrelated to this work. The other authors have nothing to disclose. This study was a podium presentation under the title "What Makes Performance-Based Pharmacy Payment Models Work?" at AMCP Nexus Virtual, October 2020.

Nurse managers' perception of governance among Korean nurses.

This study aims to ascertain nurse managers' perception of nurses' governance and explore their perception of facilitating and hindering factors of shared governance. Shared governance has been introduced in nursing as a plan to improve nursing service quality. There is limited understanding about how governance is implemented. A mixed-methods design was used to elicit Korean nurse managers' views. Quantitative data revealed the level of nurses' governance perceived by nurse managers as shared governance. However, among the subdomains, 'control over personnel' and 'participation in committee structures' indicate traditional governance. Analysis of qualitative data identified the factors that facilitate or hinder the subdomains: 'stifled atmosphere', 'nurse manager's encouragement', 'lack of opportunity and perception of the given authority' and 'flexible organisational structure'. Findings from the study can be used to inform shared governance programmes for hospitals. Health care organisations, nurse managers and nurses must take action at each level to improve the current nurse governance situation. A flexible organisational culture with opinion windows for participation by nurses is important for shared governance. Supportive leadership of nurse managers and nurse-directed implementation could advance shared governance.

Dogs at the Workplace: A Multiple Case Study.

Simple SummaryPet-friendly policies are becoming more common in the workplace, but little is known about how the presence of dogs influences the work environment. For this reason, the paper includes a study on how dogs influence the work environment and under which circumstances companies can benefit from a pet-friendly policy. An inductive research approach was used for this study. Qualitative data were conducted by interviewing dog-owners who routinely bring their dogs to the office and persons in management positions in the same companies. Finally, the results of the evolving data analysis through successive iterations was formed into a grounded theory. The results of the study generally support the belief that dogs at the workplace can have a positive influence on individual and collective well-being of organizational members in an office environment. However, the study shows that these positive effects of dogs are linked to certain prerequisites that need to be fulfilled in the company. These include flexible hours, autonomy, and open communication. While those requisites are not necessary in order to be able to implement pet-friendly policies, they are highly relevant when companies seek to decrease stress for employees and improve the work atmosphere and social capital.As the work environment is increasing in competitiveness and stressfulness, more and more companies try to increase employee well-being. One option is allowing employees to bring their dogs to work, building on the considerable evidence that dogs have a positive influence on people’s well-being. However, little is known about how a dog’s presence influences the employees and the companies in offices. Therefore, we empirically scrutinize the presence of dogs in organizations and the impact of pet-friendly organizational policies, with multiple case studies with semi-structured interviews as their foundation. Based on an inductive approach for the data analysis, we found that organizational members consider that dogs can lower their stress, improve communication, and foster social cohesion when a flexible organizational culture is in place. This includes the following: Problems in the company are openly addressed; employees have job autonomy, with flexibility to take breaks; and mistakes and errors are allowed to be made by employees and their companions alike, and room to find solutions is given. The inflexible permission of pets at work can, on the contrary, create pressure and stress in employees. For the business world, this implicates that this kind of incentive only leads to success if the right framework and culture is in place, and it cannot only be seen as an instrument to increase employee well-being.

Sustainable development through commitment to organizational change: the implications of organizational culture and individual readiness for change

PurposeFuture organizations must focus on their ability to change to be sustainable, and this calls more attention to sustainability as an organizational issue. However, change initiatives often fail because of a lack of employee commitment. The purpose of this study is to examine how organizational culture and individual readiness for change (IRFC) relate to types of commitment to change.Design/methodology/approachSurvey data from a sample of 259 employees in a Norwegian public organization undergoing major strategic changes were used to test the hypothesized relations.FindingsThe results show that flexible and stable organizational cultures did not relate differently to types of change commitment. This may indicate that the strength, rather than the type, of organizational culture is vital for change commitment. Nevertheless, a flexible organizational culture had a clearer relation to positive change commitment; in part through its positive relation with both change self-efficacy and negative personal valence. These are important dimensions of IRFC.Originality/valueThe study contributes to a nuanced understanding of the role of contextual and individual factors in explaining various types of commitment to organizational change, in particular, by examining the distinction between flexible and stable organizational culture, as well as separate dimensions of IRFC. A flexible culture together with both of the included dimensions of IRFC is shown to be of importance in fostering affective commitment to change – the gold standard of change commitment. Recognizing sustainability as an organizational issue underscores the need for creating a culture conducive to change.

패션기업의 조직문화에 따른 인적자본과 기업성과 간의 관계

초록·키워드 목차 오류제보하기 The purpose of this study is to identify a relationship between the components of human capital and fashion apparel company"s performance and to clarify the variation of the relationship between human capital and performance depending on the organizational culture of a fashion apparel company. A quantitative survey was distributed to experts in the fashion industry and conducted, 121 responses were analyzed. Factor analysis, correlation analysis, multiple linear regression analysis, and cluster analysis were employed. The findings of this study are as follows: First, the three components of human capital, such as CEO leadership, members’ capability, and HRM (human resources management), have a significant impact on the performance of fashion apparel companies. In particular, HRM has the greatest influence on the performance of fashion companies, followed by CEO leardeship, members" capability. Second, the relationship between the components of human capital and performance is different according to the flexibility of the organizational culture in the fashion apparel companies. In the group with a flexible organizational culture, HRM has a significant effect on the performance of fashion apparel companies. The others with a non-flexible organizational culture, CEO leadership, and members’ capability have a direct influence on the performance of fashion apparel companies. #fashion apparel company(패션기업) #human capital(인적자본) #organizational culture(조직문화) #performance (기업성과) ABSTRACTⅠ. 서론Ⅱ. 이론적 배경Ⅲ. 연구방법 및 절차Ⅳ. 결과 및 논의Ⅴ. 결론참고문헌

Factors Impacting Organizational Innovation for Managers: The Case of Jordanian Public Institutions

This study aimed to examine factors that affect organizational innovation of managers at Public institutions in Jordan. It also aimed to examine the differences of organizational variables on organizational innovation of manager's which are attributed to personal and job – related variables. The study population consisted of all managers in government institutions including (general secretaries, public managers, managers deputies and their assistants) (N = 413). Due to the smallness of the study population, the researcher considered them as the study sample in order to achieve the objectives of this study. The researcher used a questionnaire consisting of (50) items to collect data. The questionnaire was submitted to a jury to test its validity, and Cronbach-Alpha was used to test its reliability. Reliability coefficient was (0.84) The following  were the main results of the study: There is a significant effect of for all following independent variables on organizational innovation of managers in government institutions in Jordan leadership style, corporate culture, delegating, objectives clarity, employees training, employees motivation, information technology, and communication systems. There are significant statistical differences in the effect of organizational variables on organizational creativity of managers in government departments in Jordan that are attributed to variables of age, academic Qualification, and years of Experience. There are no significant statistical differences in the effect of organizational variables on organizational creativity of managers in government departments in Jordan that are attributed to variable of gender. In the light of these results, the recommendations of  the study were: Nurturing organizational environment that supports creativity based on flexible organizational culture that gives employees the opportunity to participate in decision making, problem solving, power delegating, simplifying work producers, and promoting innovative thinking. Increasing employees participation in suggesting ideas and solutions due to their positive effect on creative performance. Conducting more research to investigate factors affecting organizational innovation in public and private organizations.

Essence of a Flexible Organisational Culture to Influence Change in the 21st Century Organisation

In the current dynamic, diverse global organisational environment, organisations face the challenge of having to embrace change, so as to comply with emerging business models, technological advancement, mergers and acquisitions. It is thus imperative that organisations have in place flexible organisational cultures that are swift to adopt and embrace change that demands greater levels and lengths of innovation and creativity. This enables organisations to take significant strides in opening up to change and compete in the increasingly competitive global economy. The study adopted the desk research approach, qualitatively reviewing extensive literature, which is to yield detailed reported information, and this conviction of enquiry enables a deeper understanding of the effectiveness. The findings thus reveal that changing organisational culture is an uphill task although a flexible organisational culture is fundamental to organisations existence and capability to compete in a dynamic environment. Organisational culture change is essential in supporting organisational change. In other words a flexible organisational culture is essential in ensuring a smooth change process.

Performance Implications of Misalignment Among Business Strategy, Leadership Style, Organizational Culture and Management Accounting Systems

The purpose of this study is to examine the performance consequences of misalignment among business strategy, organizational configurations and management accounting systems. Based on a questionnaire surveys conducting in publicly held manufacturing companies listed in Indonesia Stock Exchange, we hypothesize and find that misalignments among business strategy, leadership style, organizational culture and management accounting systems are negatively associated with both financial and non-financial performance. The findings of our study suggest that product differentiation companies should employ transformational leaders, promote flexible organizational culture, and use broad-focused management accounting systems. By contrast, cost leadership companies should employ transactional leaders, promote controlled organizational culture and use narrow-focused management accounting systems.

Stakeholder Interaction in Participatory Land Restoration in Iceland: Environmental Officers’ Challenges and Strategies

Participatory approaches involve stakeholder interaction but environmental agency employees engaged in participatory undertakings often lack training for interaction tasks. This study explored how district officers at the Soil Conservation Service of Iceland (SCSI) experienced and dealt with stakeholder interaction in participatory land restoration. We made semi-structured interviews with all district officers with at least 1-year experience; seven in total. A thematic content analysis revealed five challenges facing the officers in their interaction activities and seven strategies that they used to deal with these challenges. The core challenge was to establish and maintain contacts with farmers and other stakeholders as it enabled the SCSI to support and influence their land restoration practices. Other challenges were to: accomplish SCSI's objectives; represent the SCSI and the government; have adequate skills, knowledge, and background; and deal with one's own emotions. Four of the strategies seemed to promote collaboration: create win-win scenarios; "go local"; direct and positive communication; and motivation and knowledge sharing. The other strategies: supportive district officer team; self-reliance and personal background; and self-control supported the officers in their interaction tasks. Factors undermining their collaboration efforts included insufficient time and other resources, an unsupportive organizational culture and a legal duty to assess the condition of vegetation cover on farmland. Increased resource allocation to the SCSI's local operations, more attention to emotional issues, and efforts to develop a more flexible and learning organizational culture that supports collaboration could counteract these factors.

Telework adoption and formalisation in organisations from a knowlegde transfer perspective

This study uses a knowledge transfer perspective, focusing both on 'disruptive' and 'commiting' consequences of teleworking affecting organisational knowledge transfer, to understand variations in the adoption and formalisation of teleworking practices in organisations. It hypothesises the influence of a set of conditions related to the so-called 'knowledge transfer risk': constituent characteristics (i.e., the percentage of knowledge workers; the presence of time and spatial flexible work arrangements; and output management), cultural compatibility (flexible organisational culture), and management cognition (managers' perceived telework attributes relating to productivity; social cohesion; and work-life balance). Hypotheses are tested through a series of multivariate logistic regression analyses. Survey data were collected in 2003 among 407 firms. Our study shows that firms are more likely to integrate teleworking practices in their strategic HR management policies and introduce formal teleworking policies as a long-term investment in (highly-valued) personnel, when the knowledge transfer risk is lower and when they anticipate higher organisational commitment and productivity levels due to teleworking. These findings indicate direction for policy makers that aim to stimulate telework adoption and formalisation of fair telework policies.