By Luchien Karsten and John Leopold

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The transition to a “home-based office” not only resulted in a renegotiation of an individual’s work/home time frame, but also raised as many issues stemming from the actual spatial relocation of work activities. Both dimensions need to be addressed in the search for relevant approaches to the employment relationship with a distanced, less visible workforce. The issues raised by employees challenge existing perspectives on the relationships between time, space and actual physical presence (Lash and Urry, 1994, p.

Communications and isolation Asked about meetings with their co-workers, only 15 per cent reported now having regular social contact time. Social contact had decreased significantly since the loss of opportunities to meet at the office even though 90 per cent felt socialisation time was actually far more important than ever. A total of 63 per cent reported feeling isolated since they had started working from home but also said they were less likely to fix up social events due to work and family commitments.

261-87. O. A. (1988), “Off-site workers: at home and abroad”, California Management Review, Vol. 30 No. 2, pp. 10-16. Moon, C. and Stanworth, C. (1997), “Ethical issues of teleworking”, A European Review, Vol. 6 No. 1, pp. 35-45. Morrison, E. and Robinson, S. (1997), “When employees feel betrayed: a model of how psychological contract violation develops”, Academy of Management Review, Vol. 22 No. 1, pp. 226-56. Murray, B. (1995), “The economic arguments for teleworking”, Flexible Working, November, pp.

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