An Investigation on the Constraints to Telework Implementation in New Zealand Businesses

Abstract

Telework has many potential benefits for both employers and employees, and has been explored extensively in past and present research. However, the adoption rates of telework is much lower than expected. Organizations in general as well as in New Zealand are reluctant to implement it on a grand scale. The purpose of this study is to find the answer for this phenomenon. This study takes an approach based on the Theory of Constraints to discover one of the main constraints to telework implementation. Constraints were explored across seven factors: perceived benefit, top management support, economic constraint, workplace constraint, technological constraint, risks and workforce constraint. Data were collected from members of four professional associations in New Zealand that specialized in the ICT and commerce fields. The results of this study indicated that lack of top management support is the main constraint to telework implementation in New Zealand businesses. The author suggests that managers should pay more attention to top management support, workforce issues and culture change for a successful telework program. Future research should seek the opinions of non-adopters; explore workforce constraints; and use a data collection method that can identify participants' demographics.