eWORK 2000 - European Telework Week

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New Ways to Work 2000European TeleworkPromoting broad adoption of eCommerce & eWork in regional and sectoral settingsObjectives: Promote early and broad adoption of novel solutions and practices for eCommerce, eWorkand “Smart” organisations with a special emphasis on regional and sectoral customisation. Thisincludes activities aimed at showcasing the benefits of new solutions and facilitating their deployment inSMEs.Focus:Focus is on cost-effective, high impact activities that can serve as catalysts for much broaderdissemination and early adoption of novel solutions and practices. Priorities in 2000 are:• Clusters aimed at coordinating “Trials” and “Best practice” activities with common needs alreadylaunched under the 5 th Framework Programme, creating synergy among them and enhancing theiroverall visibility and impact through coordinated awareness and dissemination activities.• Advanced business experiments aimed at connecting regional or sectoral communities to the globaldigital economy. This includes the creation of local and sectoral digital communities as well as theirinterconnection.• Early adoption activities aimed at promoting integration of candidate Enlargement countries into theglobal digital economy.Specific support measuresObjectives: To add value to activities launched within this Key Action, help maximise their impact andcreate synergistic links both within the Key Action and with related activities at the regional, national,Community or international level.Focus:• Measures aimed at creating synergy among RTD projects and/or take-up actions within this Key Actionas well as with other related activities whether at the regional, national, Community, or internationallevel.• Strengthening Europe’s skill base for the digital economy: measures aimed at identifying anddisseminating new skill requirements associated with the emerging digital economy as they relate towork in this Key Action.• Measures aimed at maximising the impact and visibility of work within this Key Action through broad,yet cost-effective dissemination activities.Measures aimed at building industrial consensus, promoting interoperability and standardisation in theareas of eWork, eCommerce, Enterprise Systems and Trust&Confidence, including relevantmiddleware. Emphasis is on cost-effective efforts aimed at bringing together key players and buildingearly critical mass in strategic areas, in co-operation with relevant international initiatives and bodies.A 5 th Call for proposals will be published in September 2000, including again for the Cross ProgrammeAction Line on social and economic research, but with a specific focus on the mid-term policy prioritiesof the eEurope Action Plan.The Workprogramme for 2001 is still in preparation, and will be published on the IST web site(Cordis.lu/IST) from December 2000.- 122 -
New Ways to Work 2000European Telework7 eWork Agenda - Major Activities in 1999 - 20007.1 - 4th International Telework Workshop Tokyo, 31 August to 3 September 1999The fourth International Workshop on Telework took place in Tokyo, Japan in 1999 – the first time theworkshop series has moved outside of Europe. The significant Japanese and Asian participation revealed anumber of new issues and assumptions in telework discussions, and made for a thought-provoking few days.Organised locally by the International Flexwork Forum under the chairmanship of Wendy Spinks, and withsponsorship from the Ministry of Labour among others, the 1999 event included 3 days of workshops andworkgroups, followed by a business conference.The three days of workshops addressed the following four topics in parallel: Management issues in telework;Organisational change issues; IT, communication and telework; and Telework agendas and concepts.Scientific papers were tabled, documenting research carried out in countries across the world. The generallessons from the workshops were pulled together in a plenary session by Paul Jackson and Gil Gordon.The 4 workshops identified a number of telework trends and challenges and questioned some centralassumptions in telework. These included the notion of the ‘malign office/benign home’ duality, suggesting thatfor many people, the office is an attractive place to be, with the domestic dwelling not always a haven oftranquillity. The idea that teleworkers necessarily enjoy greater autonomy and a better work/home balancethrough telework was also questioned. For some people, the opposite may be the case. Japanese experiencesuggests, for instance, that the flexibility created by telework can raise the pressure on women to participateequally in work and family life.The workshop on Management issues noted that telework necessitates changes in management practices. Itwas pointed out that “organisational” issues needed to be address before and not after “technological” ones.Despite the need for new management styles and practices in telework, the workshop showed that managementrarely feels the need to change their attitudes and approaches.Issues were also raised on labour market aspects of telework. Research presented showed that while expertwork is well suited to telework, less qualified teleworkers risk entering the peripheral labour market. As such,bargaining power is important to telework outcomes, with an understanding of the employer-subordinaterelationship critical to this.The workshop on Organisational change issues asserted some basic principles in telework theory andpractice. First, that it is flexibility that is the goal and as such, telework should be seen as just one ‘tool’ fordelivering this. Flexibility, it was said, is ultimately about ‘actions in time & space’ – the what, when andwhere of work. These need to be treated together. Indeed, the importance of moving from fragmented teleworkprojects to a more ‘organisational transformation’ approach was a key theme of this workshop. Biggerflexibility issues need to be addressed, it was pointed out, for telework to be integrated into corporate strategy.Instead of simply assuming telework to be an ‘answer’, more needs to be asked as to what is the ‘question’! Inother words, why is telework needed? The workshop noted that this ultimately rested on the need forflexibility, which itself depended on the specific external and internal environment of the organisation.In the IT, communication and telework workshop, a number of key questions were posed: are face to facemeetings a necessity? Is there one best communications solution? How can we design a model to estimate thecost for working at home? What more do we need to know about the implementation process?- 123 -
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eWORK 2000 - European Telework Week

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