Purpose -The purpose of this article is to explore the relationship between teleworking adoption, workplace flexibility, and firm performance. Design/methodology/approach -Empirical survey of a representative sample of 479 small-and medium-sized firms. Data gathered through interviews with company managers using a structured questionnaire. A t-test used to analyse the mean differences of flexibility dimensions between companies, and a regression analysis used to study the impact of teleworking and other flexible workplace practices on firm performance. Findings -Firm performance is positively related to the use of teleworking, flexitime, contingent work and spatial decentralisation. Teleworking firms use more flexitime, have more employees involved in job design and planning, are more intensively managed by results, and use more variable compensation. The relationship of teleworking and external workplace flexibility is not so conclusive. Measures of external flexibility like subcontracting or contingent work are not associated with teleworking but spatial decentralisation is positively associated. Research limitations/implications -A limitation of this research is the measurement of flexibility at the firm level and the use of cross-sectional data. To the extent that organisations may obtain functional and numerical flexibility by means of their relations to other organisations in networks, the most appropriate unit of analysis may be the network which it has implications for future longitudinal studies. Practical implications -Flexibility is a source of competitive advantage. Enhancing flexibility may be costly in the short run, but it gets easier over time. Firms become more flexible because their managers emphasise the importance of flexibility and because they practice being flexible. A self-reinforcing process then begins. The relationships between the different forms of flexibility are important to understand the interaction between the dynamic control capacity of management and the responsiveness of the organisation. Originality/value -The article analyses the relationship between teleworking adoption and other flexibility dimensions.

This paper develops a model of teleworking adoption based on the principles of the technology acceptance model. The framework integrates three categories of factors influencing on teleworking adoption: technological, human resources, and organisational factors. The model fills a gap in the teleworking literature by developing research propositions that take into account different theoretical perspectives to study teleworking adoption.

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Recent Spanish law and regulations have turned gender balance on Boards of Directors into a necessary element to manage in companies. The aim of this paper is to identify the stakeholders demanding such gender balance to companies, according to the Methodology of Mitchell et al. (1997) and Agle et al. (1999). The results sugest the shareholders are the most important group, so it seems that the financial goals continue being a priority. But we also observe that the Government is perceived as a very important stakeholder. Despite managers acknowledge the Government has a lot of power, its importance is explained by urgency and legitimacy attributes. This fact makes us doubting about the effectiveness of any development of a compulsory law, beyond the current one.