The adoption and institutionalization processes of teleworking
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The objective of this research is to provide insight into the institutionalization of the adoption and further processing of teleworking. The next question was formulated to guide this research to its objective: How and why is teleworking institutionalized in an organization? This research is conducted by means of a case study at insurance company named a.s.r. To sensitize this change process the framework of Wagensveld (2005) was used. This framework consist of a combination of two institutional models namely dillard et al (2004) and Burns and Scapens (2000), and a social model of Beyer and Trice (1988). The results show that a.s.r. implemented teleworking to reduce costs. The implementation of teleworking forced a.s.r. to change the existing rules and routines namely: ICT environment, control strategy and leadership style. To create a view among the members of the organization to accept and to institutionalize these changes. The organizations created a project team, teleworking trainers, teleworking ambassadors, training and workshops. these means have subsequently ensured that resistance was prevented and the support to teleworking had grown. With as result that a major part of the members of the organization accept teleworking and see it as the taken-for-granted way of working.
Faculteit der Managementwetenschappen