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The decision to telework: a synthesized model

Since the early 70's there has been a proliferation of literature about telework. A significant portion of these books and articles focus on, promote, or at least list the benefits of this alternative work style. At the same time there are a number of studies indicating that the rate of adoption of telework is well below levels predicted by proponents. Noticeably lacking in the literature are empirical studies which support the proposed benefits of telework as well as empirical studies on the way people go about adopting telework. Two possible explanations for the disparity between the actual and predicted adoption rates for telework are that either it fails to deliver on the net benefits which are theorized or that there is a weak understanding of what is involved in the adoption process and why people actually adopt telework. This paper draws on economic theory, institutional theory and the theory of planned behavior to synthesize a model for the decision to telework. The results of a pilot study of 77 employees and 40 managers are discussed.