English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Tools annual

Global: Zendy Free Plan

Global: Zendy Tools monthly

Global: Zendy Plus monthly

The empirical research on the practice of telework indicates that there are a number of issues that seem to impede successful telework. The fear of lost managerial control is reported to be a significant factor preventing widespread adoption of telework (DeSanctis 1984; Duxbury, Higgins, and Irving 1987; Savage 1988). Managers are also concerned that telework may require them to change their management style since they cannot rely on visual contact for monitoring and control. Researchers suggest that a more results-oriented management style is needed (Duxbury, Higgins, and Irving 1987; Metzger and Von Glinow 1988; Olson 1988) and that a shift in management from being a passer of information to a leader or coach is necessary (Duxbury, Higgins, and Irving 1987; Lallande 1984; Savage 1988). Trust is suggested as being a key ingredient to effectively manage teleworkers (Duxbury, Higgins, and Irving 1987; Savage 1988). Managing perceptions of corporate culture in a remote worker is also seen as a possible obstacle, requiring additional investment from managers (Hendricks and McMains 1989; Olson 1988).

Telework practice across national cultures (panel session)