Telecommuting and organizational change: a middle‐managers’ perspective

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Abstract
Telecommuting programs transform communication patterns, performance management, corporate culture, and potentially the work itself. This study addresses middle managers’ views concerning the introduction of telecommuting programs in their organizations. Middle management views are important, because telecommuting directly impacts their positions, and their support is vital to ensure its successful implementation. The findings indicate that the majority of managers perceived cultural change as the most difficult issue to resolve when introducing a telecommuting program.