Diversity in International Management: A Silver Lining to the Covid-19 Cloud – Overcoming Management Resistance to Employee Telework

Abstract

Telework – the practice of allowing employees to work in locations other than traditional workplaces – has had a roller-coaster ride since the early 1970s, when it was argued that home-based networked computers would enable employees to work remotely and, thus, outdate the old factory–style model of corporate life. It was assumed that telework, or telecommuting, would be widely accepted and indeed it was much sought after by employees, particularly by women; but management fears of, and resistance to the practice – for a variety of reasons – meant that by 2019 in the United Kingdom, for example, only 5% of the labor force worked mainly from home.

The chapter summarizes the history of telecommuting, discusses the reasons for employers' and managers' refusal to allow it, and how the crisis of Covid-19 may have persuaded managers worldwide – with government support – to implement and improve the entire practice of working from home as a permanent aspect of workplace diversity.

Citation

Christopher, E. (2021), "Diversity in International Management: A Silver Lining to the Covid-19 Cloud – Overcoming Management Resistance to Employee Telework", Chavan, M. and Taksa, L. (Ed.) Intercultural Management in Practice, Emerald Publishing Limited, Leeds, pp. 53-68. https://doi.org/10.1108/978-1-83982-826-320211006