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entation of teleworking in the 1990s. However, sincetelework began in a significant proportion in the company, Intel hasseen an acceleration of innovative ideas fully implemented. Intelmodels the planning strategy of high-tech companies discussed earlier,typically is designing products for a market three to five years inadvance, and spends significant portions of its budget on research anddevelopment (Cohan 1997).

Equally important, the firm has moved beyond innovation in the productarena only, and has introduced innovative systems in its production andother process areas (Intel 2005). The company also encouragesinnovative ideas related to its administration, implementing a numberof intra-organisation changes. Coursey (2005) comments, “if you don’tlike Intel’s latest reorganisation, don’t worry. Based on thecompany’s history, the next reorganisation is never far away.” Theyare constantly innovating and improving their process andadministrative systems.

Intel has made teleworking a widespread option amongst its employeessince the early 1990s. Intra-corporate studies have shown teleworkersat Intel appreciate reduced travel time and greater flexibility, whilethe company cites reduced overhead costs (up to 40% savings), theability to recruit and keep top talent, and more productive employees(Anon 2003). Over 25% of Intel employees worldwide telework at leastone day a week (Anon 2003).

From the literature presented earlier, the main concerns withteleworking are isolated, unmotivated employees, and reduction of theteleworker’s contribution and access to the knowledge needed forinnovation. The first is not an issue at Intel, which reports itsemployees value the opportunity to telework and see it as a perk totheir employment (Anon, 2003). I had the opportunity to informallydiscuss teleworking with several employees who telework one or two daysper week during my internship at Intel. Most felt that teleworkingactually improved their ability to develop fresh ideas. One man statedthat being in a quiet place twice a week, with no one around, no noise,and no conversations, actually helped him to concentrate on and processthe information he received via his computer and at work during theother three days of the week.

Access to knowledge base is not an issue for Intel employees, whobenefit from an efficient system of knowledge availability. Teleworkers have access to up-to-date computer equipment in their homesor on the road, as applicable, and as one would expect Intel providesfast servers, clear access lines, and regularly updated information. Applying this area more broadly, however, many smaller high-tech firmsare unable to provide this body of data at both organisation and remotelocations. This makes teleworking less viable for these companies asfar as innovation possibilities are concerned.

Intel also places high priority on communication, not just betweenteleworkers and the office, but also between employees in all areas ofits organisation and with current and potential customers. Theorganisation has developed efficient e-communication systems to alloweasy communication. The importance of such communication is regularlystressed at all levels in the company. Intel also strongly seekscustomer input, designing wa本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。