Mobile Wireless Technology Enhanced Workforce: A Case Study.

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Sanzogni, Louis
Poropat, Arthur
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2006
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Abstract

We propose a model and procedure for the implementation and transition phase to a Mobile Wireless Technology (MWT) enabled work environment. The study is based on the practical experiences of executives solicited through a series of interviews and questionnaires. The corporations represented consisted of a hospital, a university, a small SME, and a large media group. Four basic components appear to permeate the mobilisation concept when coupled with MWT. Namely, the ability to enable flexible working environments, work on demand, further integration of work and non-work activity at any given time, and multiple methods for achieving the working function. Based on empirical evidence a seven stage model for the implementation of the "mobilised" worker is then proposed. The implementation steps require a notable/knowledgeable awareness of MWT, followed by an analysis of opportunities for application eventually leading on to the evaluation of the most promising opportunities. Next is an analysis of and validation of models for workforce mobilisation and a business plan. Finally the development of the supporting infrastructure is followed by the roll-out, promotion and propagation. Two of the corporations already have some MWT infrastructure. The multimedia corporation has mobilised the photographers and sports reporters leading to immediate notable benefits in work turn-around and office space reduction. The university is investing in MWT primarily for the students, with a large number of wireless zones placed at strategic locations. Our research has show that there is cautious optimism for the proposed model as well as the implementation procedures, although some the latter was only discussed at the hypothetical level. We note that there has been an overall positive reaction to MWT implementations, both from the user point of view and the management team. This positive attitude has encouraged the corporations to look further a field for other areas of implementation.

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International Journal of Knowledge, Culture and Change Management

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5

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2

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© The Author(s) 2006 The attached file is reproduced here in accordance with the copyright policy of the publisher. For information about this journal please refer to the journal's website or contact the authors.

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Library and Information Studies

Business and Management

Cultural Studies

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