Best Buy's 'Results Only Work Environment': Changing the Productivity Paradigm? |
ICMR HOME | Case Studies Collection
» Human Resource and Organization Behavior Case Studies Please note: This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source. |
||||
ROWE was an idea born and nurtured by a handful of passionate employees. It wasn't created as the result of some edict. - Brad Anderson, CEO and Vice Chairman of Best Buy, in 2006.1 "Our whole notion of paid work was developed within an assembly line culture. Showing up was work. Best Buy is recognizing that sitting in a chair is no longer working." - Phyllis Moen, a Professor of Sociology at the University of Minnesota, in 2006.2 "You can ridicule an obsession with face time, for example, but some companies have a strong belief that having people at the same place, in the same time, creates synergy that is valuable to the company. You're going to have a hard time changing that." - Paul Rupert, a flexibility consultant at Washington DC-based Rupert & Co., in 2006.3 A New Kind of Workplace
In some corporate circles, ROWE was hailed as a path-breaking program, which would give new meaning to flexibility and work/life balance. Skeptics however, were concerned about the chaos that could be created if thousands of employees in every organization worked without authorized boundaries.
Best Buy's 'Results Only Work Environment': Changing the Productivity Paradigm? - Next Page>>
1] George Anderson, "Best Buy Realigns Work Environment for Results," www.retailwire.com, December 7, 2006. |
Case Studies Links:-
Case Studies,
Short Case Studies,
Simplified Case Studies.
Other Case Studies:-
Multimedia Case Studies,
Cases in Other Languages.
Business Reports Link:-
Business Reports.
Books:-
Textbooks,
Workbooks,
Case Study Volumes.