The Benefits and Challenges of Working Virtually - Essay Example

?The Benefits and Challenges of Working Virtually in the 21stCentury The dynamics & dilemmas of a virtual workforce: Shifting paradigms of a digital enterprise Abstract The advancement in technology has ushered in a new era of digital enterprises, thus shifting the trend from conventional workforce to a new dynamic virtual workforce. This shift has given rise to a range of new challenges with regard to management of virtual workforce including managing the time differences of virtual teams, effective management of virtual teams across diverse cultures; as well as overcoming communication barriers to name a few. The effective management of a virtual workforce requires introduction of stringent measures to ensure effective collaboration between diverse teams; foster positive relationships between them; encourage innovation and leadership among virtual workforce; and enhance trust and effectiveness. Chapter 1: Introduction to the Study The popularity of the virtual workforce like the teleworker has grown at a significant rate, since the turn of the 21st century. The 1990 Clean Air Act and 1996 amendment brought awareness to reducing carbon dioxide and pollution and conserving fuel. The Teleworker Exchange Act (S. 1000) of 2007 was signed into law. It states that a telework policy must be established by each federal executive agency to have 100% of the eligible federal workforce by 2005. Crook (2012)a survey conducted by Crook of International Data Corporation (IDC) “on mobile enterprise claims that by 2015, more than one billion workers across the globe will be working remotely or as virtual workforce”. A virtual workforce is also known as a global workforce, distributed team, virtual employee or team, or geographically dispersed team. For the purposes of this document, the term virtual workforce refers to geographically dispersed employees within a single organization, business unit or directorate; relying exclusively on information and communication technologies (ICT) to communicate. These virtual employees are made up of individuals or groups of employees or subcontracts who function as a team on common projects or taskers around the global and across space and time. The traditional employer and employee relationship of old is no more; time, distance, and advances in technology and communications has brought on a change (Hoefling, 2003, p.131). Such changes include workplace environment, employees’, employers’, and culture. The global workforce, employee workplace flexibility, life balance, and the virtual work environment; an employee’s expectation, motivation, and working relationship are different (Hoefling, 2003, p.131). With the continued growth of the virtual workforce, there are challenges that both managers and employees may encounter. According to Werner, Schuler, & Jackson (2012) the benefits of a virtual workforce are significant; although not without challenges. Managers may find it increasingly difficult to keep virtual employees motivated, and employees may find it additionally difficult to stay motivated while working in an isolated and detached virtual environment (p. 57). Professional isolation concerns reflect the possibility that the virtual environment can change an employee’s opportunities for participation in traditional office interaction, such as physically attending meeting, face to face contact like chatting around the water cooler or coffee area or taking smoke breaks and walks (Cooper & Kurland, 2002, p. 512). Some employees enjoy and thrive in environments where they can interact with others employees. The virtual workforce is unique in that these employees are not like the traditional office employees, they live and work all around the world, and therefore time and space becomes their norm.According to (Lojeski& Reilly, 2010) “leaders know that to successful build critical mass among employees who are worlds apart geographically, culturally, and even spiritually, engendering healthy communities is key” (p.58). According to Hoefling (2003) “a company today must go outside brick and mortar corporate walls to recruit and retain the best talent in proper global partnerships” (p. xiv). A global marketplace demands global companies; in order to survive in the new global market requires companies to upgrade their products, services and technology to extend their business value. The advances in technology have given customers the power to demand products and service support that is adaptive, flexible, and integrated (Hoefling, 2003, p. xiv). Technology has revolutionized today’s work environment, the traditional job is community cubed or office based with close or onsite supervision, whereas the virtual workforce office is network based, using video conferencing with virtual supervision. The virtual workforce is a reality which is becoming more common place across industries as technology continues to evolve. Hoefling (2003) as the advancements in technology, society has the technological capability to work across time and distance. The old tradition of employees moving closer to their work office space is quickly becoming a thing of the past, rather the work will move towards the employees. As more and more companies make the transition from the traditional work environment to the virtual team or virtual employee; the perception of the virtual work environment will continue to shift the thinking about how companies function today and in the future (Hoefling, 2003, p. xiv). Within a virtual workforce environment, physical distance can be seen as an obstacle, it becomes less of an impediment when employees are “working toward common goals and feel they are interdependent on one another for success” (Lojeski& Reilly, 2010, p. 59). The key to job satisfaction for the virtual worker is to feel a sense of inclusion, involvement, and connection to fellow team members and their organization (Hoefling, 2003, p. xiv). It is inherently human nature for individuals to feel the need to belong to a wider social environment (Baumeister& Leary, 1995). Problem Statement The specific problem to be addressed in this quantitative correlational research study is the job satisfaction of the virtual worker and management’s challenge to effectively manage the virtual employee. This study aims to test the correlation between: 1. Employee trust and virtual distance Does virtual distance contribute to enhanced trust and co-ordination between employees? 2. Employee trust and job satisfaction Advances in ICT have allowed the virtual employee to work from around the globe. The research suggests the feeling of isolation by the virtual employees is due to their lack of face-to-face interactions (Vega, 2003), feelings of disconnectedness due to a need to belong (Baumeister& Leary, 1995) the affect of employee morale, management needs to “understand the goals of the team and the virtual environment” (Shriberg&Shriberg, 2010, p. 195), lack of communicationsSenge (2006) suggested communication is crucial in promoting dialogue sessions between the virtual employee, management and the organization. The dissatisfaction (Herzberg, 1966); (Herzberg, Mausner, &Synderman, 1959) Herzberg’s two-factor theory suggest job satisfaction (and motivation) are different from the factors that lead to job dissatisfaction (hygiene). Herzberg believes continuous job enrichment will keep an employee motivated. Senge (1990), continuous improvements have a greater impact in fostering long term organizational change. By embracing technology, developing new products, and implementing continuous process improvements, a business will be successful. Management and leadership in the 21st century need to accept the reality and manage virtual employees accordingly. Further research into this subject may fill a gap in research literature and provide an advance understanding of the relationship between job satisfaction and management challenges of the virtual workforce. Background of the Study With the advancements in ICT and the Internet, the business world has been revolutionized. Lojeski& Reilly (2008) “businesses have realized the benefits of ICT could cut costs, increase the possibility and improve productivity by leveraging technology and high-speed communications” (p. 115).The Internet has changed the way the world conducts business with the usage of computers, email, cellular and smart phones, work can be performed from virtually anywhere in the world. Such business benefits include “the elimination ofcorporate infrastructure across the organizations, departments, and the vast virtualization of the workforce across a global spectrum” (Lojeski& Reilly, 2008, p. 115). ICT and the Interneteliminate local and geographical boundaries, anyone with a computer and the internet can access information globally.The internet is a tool of virtually endless possibilities; it has made an immense impact on the virtual workforce. According to (Castells, 2010) The internet is in fact an old technology: it was first introduced by Lloyd in 1969. It was seen and viewed on a large scale 20 years later, because of several factors: regulatory old changes; greater bandwidth and telecommunications; diffusion of personal computers; user-friendly software programs that made it easy to upload, access and communicate content (beginning with the World Wide Web server and browser design by Tim Berners-Lee in 1990); and the rapidly growing social demand for the networking of everything arising from both the needs of the business world and the public's desire to build its own communication networks. (p. xxv). Dent (1998) anticipated that the computer and Internet technology would become consumer items, indispensable to the masses, by being easier to use and afford (p.118). Some general computer technological devices that affect consumers and work environments include: WebTV, global positioning system (GPS), e-reader, laptop, and netbook, voice-to-text technology,smartphone, and tablet. The internet is an every growing vast mast of information technology, created from the information age by way of the computer age. Computer networking, open-source software (including Internet protocols), and fast development of digital switching and transmission capacity in the telecommunication networks, has led to the expansion of the Internet after privatization in the 1990s (Castells, 2010, p. xxv). The internet is the unprecedented gateway to the world by providing virtually limitless information and electronic commerce (e-commerce) “opportunities for small businesses to engage in national and international marketing campaigns that previously would have been unaffordable” (Poon &Jevons, 1997, p. 29). The Internet is a communication tool that is always on, it allows the world to connect 24 hours and 365 days a year. The internet has changed the way society views the world, it affects almost every aspect of life. The world’s life style that existed twenty years ago has changed, all thanks to the information technology age. Purpose of the Study The purpose of this quantitative correlational study is to address two concerns. The first purpose was to examine the relationship between the virtual workforce and job satisfaction of the virtual employee. The second purpose of the study is to examine the relationship between the virtual workforce and management challenges affecting the virtual worker; such as the feelings of isolation and lack of communications. The relationship between the two variables takes into consideration the factors that affect job satisfaction within a virtual workforce environment. Additionally, the concerns of virtual workers perceive or experience problems provide leaders and managers with information to identify factors that are critical to functioning of virtual teams. The findings from this study may help management make more informed decisions regarding the development of strategies to motivate, interact and communicate with isolated virtual employees. Significance of the Study The significance of this study is to define the potential management challenges affecting the virtual worker job satisfaction. One such challenge as defined by (Lojeski& Reilly, 2010) is connectivity paradox. “When people perceive themselves to be distant from one another, no matter if it is an unconscious byproduct of the virtual environment, even though they have limitless technical access to each other” (p. 94). According to them “leadership effectiveness, when set in motion sinks into an abyss of an apathy and lack of engagement on the part of followers” (p. 94). Thereby a goal of leadership within a virtual team environment is that of engagement, by keeping a virtual team informed and aligned with the organization, continuous communication is necessary. As changes in technology and communications continue to advance, companies and employees need strive to embrace the information technology benefits. The continuous growth of the virtual workforce presents companies with growth opportunities in new markets and employees’ job satisfaction and flexibility. The virtual workforce offers benefits in which time, location, and space are not obstacles, but a strategic opportunity for companies to conduct business. Technology will continue to become imperative in a globally connected world as companies find competitive ways to compete (Deans, 2009, p.55). According to Kotter (1996), “globalization, in turn, is being driven by a broad and powerful set of forces associated with technological change, international economic integration, domestic market maturation within the more developed countries, and the collapse of worldwide communism” (p. 18). Management and leadership have the biggest challenge of the 21st century in front of them today, which is to embark upon change. They not only accept and manage change, but they are also charged with the task of helping others to embrace change. Change is inevitable, in order for a business to be successful, leadership not only has to accept change; they must also drive change. An important act management and leadership can perform is motivating their employees. The findings from this correlational study make significant contributions to the virtual workforce literature. In particular, the management styles, the knowledge and use of ICT in the virtual globalized economy. According to Bradford & Cohen (1997), great managers succeed to bring out the best in their employees by: Developing a cohesive team that jointly owns critical management issues Dealing with difficult problems head-on and make core decisions through consensus Encouraging healthy competition against objective standards of excellence Being decisive leaders while encouraging input from team members Managing daily procedures, adapt to change, and maintain a vision of the future simultaneously. (pp. 133-137). Nature of the Study The nature of this study includes a quantitative correlational research design utilizing a cross-sectional electronic online survey. Correlational research design consists of collecting data and the use to “measure the degree of relationship between two or more variables using the statistical procedure of correlation analysis” (Creswell, 2005, p.52). Through utilization of an electronic survey, the method will be to determine whether a relationship exists between the independent variable, virtual workforce, and to what extent a relationship exists between the dependent variables of job satisfaction and management challenges. The correlational study was the better methodology to use in comparison to the other potential research methodologies. There are compelling reasons for the selection of a quantitative correlational research design for this study, which will be discussed in Chapter 3. In addition to a quantitative correlational research design, three qualitative design methods were also considered to include: phenomenology, grounded theory and case study, but were not chosen because of their naturalistic paradigm criteria. The purpose of phenomenology research is to understand how one or more individuals experience a phenomenon. According to Creswell (2007) phenomenology is focused on the lived experiences of humans, a commitment to the belief that these lived experiences are conscious and therefore intentional, and a purpose of developing deep descriptions of the essence of the experiences (p. 5). The object of grounded theory research as defined by Creswell (2005) is “a systematic, qualitative procedure used to generate theory that explains, at a broad conceptual level, a process, an action, or integration about substantive topic” (p. 396). There are three types of grounded theory design (a) systematic, (b) emerging and (c) constructivist. According to Creswell (2005) “choosing among the three approaches requires several considerations” depending on the emphasis of the study (p. 403). The essential purpose of case study research is to examine cases or subjects at an in-depth level of interpretation (Stake, 1995). Creswell (1998) defines qualitative research as, “an inquiry process of understanding based on distinct methodological traditions of inquiry that explore a social or human problem” (p. 15). Quantitative approach is one in which the investigator primarily uses post-positivist claims for developing knowledge (i.e., cause and effect thinking, reduction to specific variables and hypotheses and questions, use of measurement and observation, and the test of theories (Creswell, 2003 p. 19). Survey research has thrived since 1960 (Converse, 2009). According to Babbie (1990) “survey research refers to a particular type of empirical social research” (p. 51).Survey research provides a quantitative or numerical description of trends, attitudes, or opinions of a population by studying a sampling of the population (Babbie, 1990). According to Fowler (2009) “the purpose of the survey is to produce statistics that are quantitative or numerical descriptions about some aspects of the study population” (p. 1).Surveys are used to obtain information about the attitudes, preferences, and behaviors of a certain group of individuals. The intended use of surveys is not for a particular individual, but to obtain a statistical profile about a certain group of individuals. Survey data information consist of standardized questions, thereby every individual is asked the same question, this consistency provides a more reliable comparison outcome of all individuals surveyed. Therefore, it can be concluded that surveys are: (a) standardized, (b) measuring instrument, and (c) converts fuzzy logical into data for analysis. This study use a self-administered electronic survey, which is relatively lower costs to researchers to implement. According to Fowler (2009) an important point for a researcher to be aware of is the potential costs (p. 43). The study population includes any virtual employee that works from a remote home office full time. These virtual employees must be physically separated from their main office, to include their management, co-workers and IT technical support. Management was not included in the study. Random sampling will be the method used to sample participates; thereby any virtual employee that met the criteria could participate. Spector’s’ Job Satisfaction Survey (JSS) will be the instrument used to collect data regarding employee satisfaction within their virtual environment. Participants will be asked to provide demographics (e.g., age, gender, race, education, care responsibilities child or elder, work history). In addition, participants will be asked to indicate the type of company technology that is being provided for their virtual environment. Theoretical Framework The theoretical frameworks for the study included sociotechnical theory and content theory, by defining the motivation and communication needs of the virtual employee. Sociotechnical theory focuses on integrating people and technology, the virtual environment communicates differently through technology (Hedberg et al., 1997). Content theory motivation often referred to as needs theory focuses on the assumption that employees are motivated by satisfying their personal needs. Abraham Maslow (1954) introduced the hierarchy of needs theory, five hierarchy human motivational needs that demonstrate employees can be productive when their work goals align with their higher level needs. According to Maslow (1954) “the succession of the next higher need is based on the fact that some needs are more urgent than others” (p. 35). The management of a virtual workforce requires a different management style; the technique is new to managers. The virtual workforce requires a different type of management style. Most virtual teams have additional distinctiveness than traditional leadership models; there is little research to understand how traditional models might work with virtual, global teams (Lojeski& Reilly, 2010, p. 22). In addition, leadership must change traditional ICT methods to fit the needs of the growing virtual workforce. Virtual distance research found that leadership means more to the virtual workforce than to the traditional workforce; it carries a greater impact – both positive and negative (Lojeski& Reilly, 2010, p. xvii). Research Questions and Hypotheses This quantitative correlational study involved examining whether relationships exist between the virtual workforce and job satisfaction and the virtual workforce and management challenges. The research questions that lead the study were as follows: 1. What is the relationship between the virtual workforce and job satisfaction? 2. What is the relationship between the virtual workforce and management challenges? Two sets of hypotheses were developed to examine the research questions as follows: H10: There is no relationship between the virtual workforce and job satisfaction. H1a: There is a relationship between the virtual workforce and job satisfaction. H20: There is no relationship between virtual workforce and management challenges. H2a: There is a relationship between virtual workforce and management challenges. Definition of Terms There is a variety of meanings associated with terms and words used throughout this study. These terms and words may appear repeatedly and can be used interchangeably; therefore it is necessary to define the terms and words in the context of this study. It is important to note that these definitions have been developed for the sole purpose of this study. No other claims can be made regarding the usage of these definitions for any other purpose. Brick and mortar: Traditional physical office building where employees meet to perform daily operational functions of the company (Hoefling, 2003, p. xiv). Employee motivations: What motivates one employee will differ for another employee; likewise what satisfies one employee will also differ for another employee (Herzberg, 1966; Hoefling, 2003; Maslow, 1954; McGregor, 1960). External network: Is a network outside (wide area network) of an organizations or hosts internal network (Tudor, 2006). Information and communication technology (ICT): Is digital communications that allow organizations and employees to share information and communicate digitally (Verma, 2005). Internet: A global technological emergent of the late 1980’s used for communicating, collecting and disseminating information to connect people, organizations, businesses and countries around the world (Yang, 2008, p. 157). Internet security: Is security of an organizations computers and network to guard against attacks from the outside of the organization over the internet (Vacca, 2007). Internet survey: An electronic survey that more is flexible, convenient, faster and cheaper than the traditional survey methods (Babbie, 1990; Fowler, 2009; Yang, 2008). Internal network: More commonly known as an intranet is an organization’s private local area network, which is only accessed by people who has access and is limited to outside users (Tudor, 2006). Job satisfaction: Employees’ feelings about their jobs and the emotional impact it has on their behavior (Locke, 1976; Spector, 1997). Job Satisfaction Survey (JSS): A 36-item questionnaire, with a nine facet scale to assess employee essentials about different aspects of their job (Spector, 1997). Networks: A group of two or more computer systems linked together. There are many types of computer networks a few of the more common include: local area network (LAN), wide area network (WAN), metropolitan area network (MAN), virtual local area network (VLAN), virtual private network (VPN; Tudor, 2006). Theories of motivation: Various leading theories of motivation with different views as to what motivates workers (Herzberg, 1966; Maslow, 1954; McGregor, 1960). Virtual employee: An employee who works remotely from their home office (Lojeski& Reilly, 2010, p. 59). Virtual workforce: Also known as a distributed team, virtual team or geographically dispersed team and global workforce (Lojeski& Reilly, 2010, p. 59). Virtual workers: Employeeswhose primary work location is their home office (Lojeski& Reilly, 2010, p. 59). Virtual workforce environment: Company remote employees who work and interact with one another in a collaborative environment regardless of where they live in the world (Lojeski& Reilly, 2010, p. 59). Assumptions The design of this study included several basic assumptions. The first assumption was that participants would read, understand and answer each survey question honestly. The second assumption was that only participants that meet the criteria, a virtual employee that worked 100% and full time from their home office, would complete the survey. Potential participants received an e-mail that explained the purpose of the survey and criteria for participation. The third assumption was that virtual employees performed work in their home office, which once was previously only performed at the corporate office. The fourth assumption was that participants would answer each question accurately and truthfully. The fifth assumption was that each participant attitude is stable and of sound mind. The final assumption was that offering the survey to participants from a wide range of occupations and industries would yield a higher degree of participation. Scope and Limitations of the Study The scope of this quantitative correlational study involved the use of an electronic survey to collect data and to examine the relationship between the virtual workforce, management challenges and job satisfaction. The management challenges of managing a virtual workforce requires a different management style; when managed properly the virtual workforce offers real benefits to the company and employee. According to Hoefling (2003) management’s role within the job shaping becomes less about job description and resource allocation, and more about the integrated web of expertise, experience and collaboration. To better support virtual teams managers that manage virtual employees; when planning work teams should think competencies, not location or organization (p. xiv). The research population for this study is any virtual employee that works from a remote home office full time. These virtual employees must be physically separated from their main office, to include their management, co-workers and IT technical support. The data collection will include a self-administered online survey, which means all virtual employees across the country or around the globe can participate in the study. Because this is aself-administered online survey, the limitation of the study include individuals that respond to the survey are not controlled or any particular industry is selected. The survey focused on job satisfaction using the nine-fact scale of the JSS, which was developed by Spector (1997). Summary Chapter 1 provides a basic introduction to the study and briefly presents the inspiration for the study, the virtual workforce. Managing a virtual workforce requires a different management style; when managed properly the virtual workforce offers real benefits to the companies and employee. According to Hoefling (2003) management’s role within the job shaping becomes less about job description and resource allocation, and more about the integrated web of expertise, experience and collaboration. To better support virtual teams managers that manage virtual employees; when planning work teams should think competencies, not location or organization (p.xiv). The failure of management to address the challenges affecting the virtual worker, such as the feelings of remoteness and little to no communications could potentially impact productivity, which in essence affects the company bottom line. In addition, this chapter briefly explains the study, the problem statement, purpose, the significance, the nature, and the theoretical framework, research questions and hypotheses, key terms, assumptions, the scope and limitations. Chapter 2 is a literature review essay that explains the key concepts of the study, the virtual workforce, organizational change, and the challenges of management, employee motivation and job satisfaction. This chapter also discusses the two theoretical frameworks of application, sociotechnical theory and content theory, by defining the motivation and communication needs of the virtual employee.Content theory motivation often referred to as needs theory focuses on the assumption that employees are motivated by satisfying their personal needs. Maslow (1954) introduced the hierarchy of needs theory, five hierarchy human motivational needs that demonstrate employees can be productive when their work goals align with their higher level needs. Sociotechnical theory focuses on integrating people and technology, the virtual environment communicates differently through technology (Hedberg et al., 1994). In addition, Chapter 2 will address the information and communication technology (ICT)to include the Internet, security risks and the complexity of network topology. Chapter 3 explains the usage of the cross-sectional correlation research design that will be used for the study. Chapter 3 will also describe the study’s scope and methodology and define the appropriate steps to be taken to ensure confidentiality andethical considerations of the participants. In addition, the chapter covers the survey instrument, data collection and analysis procedures to which the participants will be engaged in the research activities both as individuals and in collaborative project teams. References Babbie, E. (1990). Survey research methods (2nd ed.). Belmont, CA: Wadsworth Publishing Company. Babbie, E. (1996). The practice of social research 7th ed.). Belmont, CA: Wadsworth. Baumeister, R., & Leary, M. R. (1995).The need to belong: Desire for interpersonal attachments as a fundamental human motivation. Psychological Bulletin, 117(3), 497-529. doi: 10.1037/0033-2909 Bradford, D. L., &Cohen,A. R. (1997). Managing for excellence: The guide to developing high performance in contemporary organizations.New York, NY:John Wiley & Sons. Cooper C., & Kurland, N.B. (2002). Telecommuting, professional isolation and employee development in public and private organizations.Journal of Organizational Behavior, 23(4), 511-532.doi: 10.1177/0018726709349198 Creswell, J. W. (2005). Educational research: Planning, conducting, and evaluating quantitative and qualitative research (2nd ed.). Upper Saddle River, NJ: Pearson. Creswell, J. W. (2007). Qualitative inquiry & research design: Choosing among five approaches (2nd ed.). Thousand Oaks, CA: Sage. Crook,S. (2012). Mobile worker population to reach 1.3 billion by 2015, according to IDC. Retrieved March 15, 2011, from http://www.idc.com/getdoc.jsp?containerId=prUS23251912 Deans, P. C. (2009). Social Software and Web 2.0 Technology Trends.Hershey, PA: Information Science Reference (an imprint of IGI Global). Fowler, F. J. (2009).Survey research methods: Applied social research methods series (4th ed.). Thousand Oaks, CA: Sage Hedberg, B., Dahlgren G., Hansson, J., &Olve, N-G.(1997). Virtual organizations and beyond-discovering imaginary systems.Chichester: John Wiley & Sons. Herzberg, F. (1966).Work and the nature of man.Cleveland, OH: World Publish Herzberg, F., Mausner, B., &Synderman, B. (1967).The motivation to work (2nd ed.). New York: Wiley. Hoefling, T. (2003).Working virtually: Managing people for successful virtual teams and organizations.Sterling, VA: Stylus Publishing. Kotter, J. P. (1996). Leading change.Boston, MA: HarvardBusinessSchool Press. Locke, E. A. (1976). The nature and causes of job satisfaction.In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297-1349).Chicago, IL: Rand McNally. Lojeski, K. S., & Reilly, R. R. (2010).Leading the virtual workforce: How great leaders transform organizations in the 21st century. Hoboken, New Jersey: John Wiley & Sons, Inc. Maslow, A. (1954). Motivation and personality.New York: Harper McGregor, D. (1960). The human side of enterprise.New York, NY: McGraw-Hill Poon, S. & Jevons, C. (1997) Internet-enabled international marketing: A small business network perspective, Journal of Marketing Management, Vol. 13, Nos.1-3, pp.29-41.doi: 10.1080/0267257X.1997.9964457 Senge, P. M. (2006). The fifth discipline: The art and practice of the learning organization. New York, NY: Broadway Business. Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G., & Smith, B. (1999).The dance of change: The challenges to sustaining momentum in learning organizations. New York, NY: Doubleday. Shriberg, A., &Shriberg, D. (2010).Practicing leadership principles and applications.Hoboken, NJ: John Wiley & Sons. Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences.Thousand Oaks, CA: Sage. Stake, R. E. (1995) The art of case study research. Thousand Oaks, CA: Sage. Teleworker Exchange Act of 2007, S. 1000, 110th Cong. (2007) Tudor, K. J. (2006). Information security architecture: An integrated approach to security in the organization.Boca Raton, FL: Auerbach. Vacca, J. R. (2007). Practical internet security.Pomeroy, OH: Springer. Vega, G. (2003). Managing teleworkers and telecommuting strategies.Westport, CT: Praeger. Verma, R. (2005). Distance education in technological age. New Delhi: Anmol Yang, K. (2008).Voice of the customer: Capture and analysis. New York, NY: McGraw-Hill. Read More