ABSTRACT
We have two starting points. First, drawing on the rich body of literature on organisational cultures. This will allow us to examine whether telework runs against the grain of some basic aspects of organisational culture. Second, we consider whether telework might collide with the rationalities held by management. Such rationalities must be considered as a key component of any organisational culture, since it is the management that is the most dominant group affecting it. In what follows, we study these concepts and relate them to telework.
