ABSTRACT
We draw upon qualitative and quantitative data collected in a UK public-sector organization to explore the relationship between telework and career ambition. Findings indicate that high-intensity teleworkers report lower levels of career ambition than either office-based workers or those who divide their working time more evenly between home and the office. We identify several explanations for this link and discuss its implications for organizational succession planning in the context of increased employee demands for flexibility, divestment of office space and constraints on the use of financial incentives for behavioral change.
