Since the mid-1970s, researchers found telecommuting programs successful in gaining public support, reducing energy consumption, and providing a wealth of empirical data that supported the potential benefits to public and private organizations. Managers in the U.S. Navy may be overlooking telecommuting as a management approach despite documented financial waste, recognized savings, and Congressional mandates to expand telecommuting initiatives. Revealed in the qualitative phenomenological study was how 20 U.S. Navy managers perceived telecommuting as a management approach. Thematic analysis of data collected through face-to-face interviews uncovered perceived advantages, disadvantages, in addition to positive and negative impacts to the organization and individuals. Found was the need for further study on the attitudes of other organizational stakeholders and the determination if perceived benefits are viable.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 70/12, Dissertation Abstracts International|
|Subjects:||Management, Public administration, Organizational behavior, Military studies|
|Keywords:||Attitudes, Managers, Navy, Organizational culture, Perception, Telecommuting, U.S. Navy|
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