Working from home: the Rank Xerox experiment

Article Abstract:

Rank Xerox Ltd is conducting an experiment in which selected employees leave the parent company and start their own business; subcontracting to Rank Xerox and other companies using a microcomputer network. The plan was developed to reduce overhead costs, to allow people to govern their own work, and because microcomputers became less expensive to use. The company staff was divided into continuity mode, which are personnel who need to be physically present, and output mode, who are eligible for the networking because the output of their work is more important than where it is done. Candidates are trained in taxes, marketing, pricing, approaching financial backers, and the psychological changes associated with being an entrepreneur. Rank Xerox reports gains in both continuity and output staff productivity, improved forward planning of projects, and higher accuracy in output measurements.

Rank Xerox Ltd., Networks (Associations, institutions, etc.)

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Is it working? Working from home at Statoil, Norway

Article Abstract:

International oil and gas company Statoil of Norway made available home PCs, private ISDN lines and Internet access to most of its 18,000 employees in 1997, with the aim of improving IT skills among its workforce. The initiative has not only resulted in enhanced IT skills but other emerging outcomes, including the creating of a rapidly growing home workforce. This has required a rethink of the company's organizing and human resources principals.

Management Policy & Goals, Petroleum industry, Strategic planning (Business), Goal setting, Statoil ASA

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Harder-working sponsorships

Article Abstract:

The impact of corporate sponsorship is discussed.

Corporate sponsorship

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