The management of interpersonal relationships in a teleworking organisation

This paper presents initial findings on a study that aims to examine how teleworking impacts on interactions and relationships in the workplace for knowledge professionals. It has been hypothesised that teleworking fundamentally changes how people interact (and subsequently form relationships) at work and, consequently, experiences of workers. Compared to traditional workers, teleworkers do not have the same opportunities for social contact and are not as integrated into the organisation as easily (Daniels et al., 2000). Teleworking fundamentally changes relationships at work as it alters the dynamics under which interaction traditionally takes place. It raises questions about the ways in which the “self” is managed, and the extent to which workplace connections that are sustained by information and communication technologies (ICTs) should be seen as “superficial”.As information systems and communication technologies become more widespread, their role in the creation and maintenance of information, knowledge, as well as relationships, will become evident. This research will help to provide extensive profiles of how interactions and relationships are transformed by new ways of working, and the subsequent implications for management and organisations as a result of changing human relational dynamics. A traditional view of management places the onus of relationship management on the manager. This paper aims to critically challenge that view by considering how teleworking enrols teleworkers in managing their relationships with others through IS and ICT use. In particular, the relationships that employees form and rely on in their working lives, and the impact such technologies have on these relationships, will become apparent. This paper presents initial findings and serves to elicit advice about further data collection and analysis.