The empirical research on the practice of telework indicates that there are a number of issues that seem to impede successful telework. The fear of lost managerial control is reported to be a significant factor preventing widespread adoption of telework (DeSanctis 1984; Duxbury, Higgins, and Irving 1987; Savage 1988). Managers are also concerned that telework may require them to change their management style since they cannot rely on visual contact for monitoring and control. Researchers suggest that a more results-oriented management style is needed (Duxbury, Higgins, and Irving 1987; Metzger and Von Glinow 1988; Olson 1988) and that a shift in management from being a passer of information to a leader or coach is necessary (Duxbury, Higgins, and Irving 1987; Lallande 1984; Savage 1988). Trust is suggested as being a key ingredient to effectively manage teleworkers (Duxbury, Higgins, and Irving 1987; Savage 1988). Managing perceptions of corporate culture in a remote worker is also seen as a possible obstacle, requiring additional investment from managers (Hendricks and McMains 1989; Olson 1988).