著者
中西 穂高
出版者
日本テレワーク学会
雑誌
日本テレワーク学会研究発表大会予稿集 (ISSN:24331953)
巻号頁・発行日
vol.17, pp.3-8, 2015-07-04 (Released:2018-06-11)

The power saving effects of telework were paid attention to soon after the East Japan Great Earthquake but they are scarcely reported in newspapers recently. Although the power saving in the office with telework is expected in air-conditioning, lightening and electronic appliances, energy use at home may be increased at the same time. In this study, 11 literatures which estimate the energy effects of telework are examined and compared. As for the literatures, the average increase of energy at home is 6.0kWh while the average decrease of energy in the office is 6.4kWh. The difference is not significant statistically and the power saving effects of telework are not clear. It is important to consider the condition of teleworking at home and the effects of the reduction of commuting in order to grasp the energy-saving effects of telework totally.
著者
熊野 健志 比嘉 邦彦
出版者
日本テレワーク学会
雑誌
日本テレワーク学会研究発表大会予稿集 (ISSN:24331953)
巻号頁・発行日
vol.14, pp.6-11, 2012-06-30 (Released:2018-06-11)

Telework has been diffusing in various industries, and the focus of the use of Telework is shifting from employee welfare to management innovation. Although Telework is believed to be a useful tool for management innovation including business continuity, what makes Telework so effective and how Telework should be used for that purpose have not been clarified yet. The strength of Telework cannot be explained by the specification of its infrastructure alone. The governance of human resource under Telework, i.e., Tele-management, will be critical for management innovation with Telework. In this study, one of the most powerful organizations on the planet, the U.S. Marine Corps, is studied for its human resource management, and hints for Tele-management will be extracted.
著者
眞崎 昭彦
出版者
日本テレワーク学会
雑誌
日本テレワーク学会研究発表大会予稿集 (ISSN:24331953)
巻号頁・発行日
vol.12, pp.31-36, 2010-06-26 (Released:2018-06-11)

Telework is expected to serve as a core element of BCP (Business Continuity Plan) in the event of a pandemic. However, the kind of telework necessary in a pandemic is very likely to be of a completely different character from the examples currently introduced. Most companies have no experience of that kind of telework, but they still have not devised any training or countermeasures. That leaves the possibility of chaos in the event of a pandemic. Therefore, this study examines the differences between telework in normal circumstances and telework in a pandemic, and the problems that could occur, and discusses necessary countermeasures.