Satellite and resort offices in Japan

Abstract

Environmental and qualify-of-life issues are taking on an increasing social and political significance the world over. Even in Japan, a country so often criticized for its economic-dominated outlook, talk is turning to these issues. Advances in telecommunications and a growing awareness of the need to change how we live and function in an increasingly threatened environment has brought telework to the forefront of the debate on the nature of work and how our cities function.After setting the broad Japanese social context, this paper will look at the progress of telework in Japan to date with especial emphasis on several current satellite and resort office pilots. It will summarize the findings and proposals of several available reports, and will also attempt to identify the overall outlook for telework in Japan.

Telecommuting and travel: state of the practice, state of the art

“…This paper focuses primarily on the status of telecornmuting in the United States. Other papers in this issue describe examples of telecommuting in the Netherlands (Hamer, et aL, 1991) and Japan (Spinks, 1991), and there is considerable activity in the United Kingdom (Kinsman, 1987), Finland (Kauppi, 1991), Germany and elsewhere in Europe (Huws, et aL, 1990), and Australia (Wood, et aL, 1990). This paper describes the role of telecommuting in transportation and other public policy, and suggests reasons for the increasing acceptance of telecommuting.…”

Teleworking adoption decision‐making processes

“…Teleworking in Japan is not really a viable option because of the small size of homes and high cost of residences in urban areas around cities like Tokyo. The Satellite and resort offices being operated in Japan were Shiki satellite office, Kumamoto resort office, and Mitsubishi materials satellite office, to mention but a few (Spinks, 1991). In the Island of Singapore, skilled labour shortages, growing ageing population, traffic congestion problems, family matters and heavy road construction and maintenance cost, puts into perspective the obvious implications of a thoughtful consideration of teleworking, not as an alternative work option alone, but also as a policy instrument built into the management vision of the country (Lim and Teo, 2000).…”

Beyond alternative officing: Infrastructure on‐demand

“…-the nature of the physical settings in which people work; 6,16,17,22,34,36 -the nature of the information technologies to support new ways of working; 23,24,35 -the nature of the management and change processes that are most effective in implementing some form of innovative workplace strategy; [8][9][10][11]25,28 managing uncertainty has become a major business challenge. That challenge has been further intensified by virtue of the increasing use of mergers and acquisitions to acquire quickly new expertise and knowledge, technology and market presence.…”