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Sonnentag s chapter ( 18) on designing evaluation studies contains one reference to a potentially political issue in evaluation research ( there might be some reluctance in initiating an evaluation project at all stakeholders within an organisation might be afraid of the evaluation outcomes or anticipate negative speci c results ), but otherwise treats it as a purely technical, rationalistic exercise Indeed, the chapter treats evaluation research as something that may present technical problems, but is otherwise unproblematic I would take a very different view, but admittedly from a different epistemological and from a political standpoint Almost 20 years ago, I too was asking questions about the evaluation of organisational change (Legge, 1984) As a result of my researches, I came to very different conclusions from Sonnentag about the role of positivistic evaluation designs.

Brie y, in the 1980s, several prominent evaluation researchers (such as Patton, Guba and Lincoln) were openly sceptical about positivistic methods as a result of their tendency to produce weak or uninterpretable ndings about change outcomes In part the problem appeared to have resulted from dif culties in maintaining internal validity and the con icting requirements of internal and external validity in organisation settings Some disbelievers were more a product of the paradigm warfare that was prevalent in the 1980s and early 1990s, when debates raged about paradigm incommensurability and the need for minority, non-positivistic voices to form breakaway movements, such as the Standing Conference of Organisational Symbolism or European Group of Organization Studies to protect their epistemological positions (and careers) from US-led, functionalist imperialism (see Pfeffer, 1993, 1995; van Maanen, 1995a,b).

How then do you account for the continued prevalence of positivistic designs The imperialism of entrenched, traditionalist academic interests on both sides of the Atlantic and the publishing policies of top US journals might be one explanation Another is this The exact data that positivistic designs in theory should yield are only required if rationality is at a premium But, in practice, the more important the decision, the more likely are political rather than rational considerations to prevail (Buchanan & Badham, 2000) The more trivial the decision, the less likely is the decision maker to bother with exact information, irrespective of how rationally he/she is able to make the decision.

Meanwhile, a really big fraudster has been caught selling Sprint and MCI codes for $100 each Thomas Alvord of South Shore Electronics in Lake Tahoe, California allegedly used a computer to scan for codes and even advertised his service in the yellow pages He used the name General Bell, which showed up right next to Pacific Bell Customers would obtain their codes by calling a voice mailbox It s believed that this one person cost the long-distance companies more than two million dollars As long as they know it s not hacking AT&T is now distributing free copies of a business-to-business Italian yellow page directory If you have a need for Italian yellow pages, call 800-538-BOOK In the mood for some fun In Washington, DC, students living in college dorms now can disconnect their telephone service without even talking to a Chesapeake and Potomac Telephone representative.

In which case, it could be argued that positivistic designs also prosper through acting as a rhetoric for an evaluation ritual, whereby the lack of formal rationality of actual decision making and the accountability and responsibility demanded of the idealised decision maker are reconciled Furthermore, as Hollway (1991, p 187) reminds us more generally about the discourses of organisational psychology, they are conditioned by the history of the management of.

Organisational structures and cultures are likely to in uence the kinds of teleworking practices adopted by organisations. However, there are two factors speci c to organisations that are necessary but not suf cient conditions for the adoption of teleworking practices. The rst of these, obviously, is the suitability of work tasks for teleworking. Jobs that are suitable for teleworking are those that require the interpretation, communication and manipulation of information. The number of such jobs in an organisation places an upper limit of the number of people that can engage in teleworking practices. Second, relevant decision-makers within an organisation must realise the bene ts of teleworking relative to the costs, and have suf cient power over other stakeholders to allow teleworking practices (Daniels et al., 2001). Teleworking is also more likely to be implemented alongside other changes, such as relocation, since implementation of teleworking is likely to be less costly where there are changes to other xed costs (van Ommeren, 1998).

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