Abstract
From the investigation of companies' measures taken against the operation recovery and/or power saving after the Great East Japan Earthquake on March 11 2011, this paper classified business continuity plans (BCP) into two types: operation-recovery and operation-control, and proposed a notion of BCP-telework which consists of three subtypes: disaster recovery, pandemic recovery and power-saving. A comparative analysis of the multiple examples of telework implementation for the power saving in the summer of 2011 showed that the telework adoption and implementation was owing to special characteristics such as emergency measures, top-down decision-making, large scale implementation, and companywide sharing of awareness and tackling to the problems, each of which differs from that of traditional telework. Since BCP-telework enhances work-life balance for employees as secondary effect, this paper suggest that BCP-telework is a new effective measure to implement telework
| Translated title of the contribution | A Strategy for BCP-Telework Adoption and Its Significance : A Comparative Analysis of Telework Implementation for the Power Saving |
|---|---|
| Original language | Japanese |
| Pages (from-to) | 80-91 |
| Number of pages | 12 |
| Journal | 日本テレワーク学会誌 = The Japanese journal of telework |
| Volume | 11 |
| Issue number | 1 |
| DOIs | |
| State | Published - 2013 |