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Advances in information and communications technology have contributed to the spread of telework, which has been underway since the early 2000s. During the COVID-19 pandemic, telework became more than just an alternative to the traditional office: it became a strategic means of survival for many companies. Given its importance, in the last two decades, the scientific community has shown increased interest in the factors that affect successful telework. However, knowledge on this subject remains fragmented and disparate. This study aims to synthesise the literature on successful telework and consolidate its success factors into a framework that provides conceptual and holistic knowledge on the topic. Our findings demonstrate that telework is affected by factors categorised into five groups: technological materials, non-technological materials, teleworkers, teleworker work environment and teleworker family environment. A number of these factors has causal links, while some have become irrelevant and given way to new factors over time. Some have been confirmed to have an overall positive effect on telework. In addition to proposing a theoretical perspective and future research avenues, this study presents some HRM implications to help managers and policymakers make telework more effective.

What makes telework work? Evidence of success factors across two decades of empirical research: a systematic and critical review