Telework and the Information Age

Abstract

This article provides a critical analysis of the information age literature, explores its attractions for management and assesses evidence of the impact of the information age on the UK. It finds that material changes to work organisations and employment relationships frequently contrast with the optimistic predictions contained in much of the writing.The 'digital age'[1], the 'information society'[2], and the 'information age' are all popular titles used to describe developments in society which are linked to the coming together of information and communication technologies(ICTs) to produce what may be a new 'heartland technology' [3], whose diffusion may indicate the beginning of a fifth Kondriateff wave of economic development [4]. The concept of the information age also has its roots in the post-industrial writings of Bell[5] and shares with post-Fordist flexible specialisation an emphasis upon unilinearity of outcomes [6]. It is predominantly a paradigm of the services sector, whereas writings such as those of Piore and Sabel focused on the manufacturing sector. Most of the writings, as with flexible specialisation, foresee an optimistic future where technologically-based revitalised economies operate with reskilled collaborative workers [7]. Much of the popular output is post-modernist in its use of the 'global threat' and the idea of empowered and discerning customers con-Ì Celia Stanworth is Senior Lecturer in Human Resource Management at the University of Greenwich Business School, London.Telework and the information age 51 stantly demanding new goods and services [8]. It also tends to be technologically deterministic, with the assumption that technology is an irresistible driver for progressive change. Economic deterioration, higher unemployment and industrial strife are predicted if there is no change or a slow take-up of the technology.The predicted effects of the information age are much wider than the adoption of the technology itself, with consequences for the entire economic system, for nation-states, work organisations and labour markets. ICTs hold out the promise of facilitating an era of rapid innovation with the development of new products and services and sustainable economic growth producing new industries and jobs. The diffusion of this new paradigm is only possible if the supporting infrastructure is in place, and this centres around the creation of the 'information superhighway' consisting of a network of optical fibre cables which links up homes and businesses facilitating an almost infinite number of interactive communications. Governments and political parties of both left and right in the US and the UK are united in their enthusiasm for the development of this infrastructure. Newt

Teleworking practice in small and medium-sized firms: management style and worker autonomy

“…Despite the high take up of certain technologies found by the survey we concur with Stanworth's (1997) assertion that "there has been little development of totally virtual organisations, and where they exist, most are found to have been restructured through incremental rather than revolutionary change" (Stanworth, 1997: 55 (Di Nicola et al, 2003: 4).…”

“…Telework adoption is socially rather than technologically constructed (Huws, 1995;Stanworth, 1997). Other such as Jackson (1999b) argue that social, cultural and political dynamics should not be overlooked in any examination of telework.…”

“…Other such as Jackson (1999b) argue that social, cultural and political dynamics should not be overlooked in any examination of telework. As a result there has been research which see sees telework as part of a 'virtual organisation' discourse (Stanworth, 1997), and a transport substitute (Illegems and Verbeke, 2003;Mokhtarian and Salomon, 1997). More recently Pyöriä (2003) and Bentley and Yoong (2000) have examined telework as 'knowledge work'.…”

Telehealth systems: considering knowledge management and ICT issues

“…Telecommunications have evolved and have been accompanied by an evolution in attitudes to information and communications technologies [8]. Previously, only companies owned computers and it was the IT specialists, rather than ordinary users, who determined their use and application.…”

“…Social, cultural, economic and regulatory factors determine how we organise our business, our work and, hence, our lives [8]. Technology-led change opens up opportunities for new working methods in three main ways: allowing existing activities to be carried out more rapidly, with more consistency and at a lower cost than could previously be achieved.…”