Although there have been predictions since the 1980's that a high proportion of employees will work from home, the actual proportions remain far below the predictions. Research into the reasons for the slow growth in these numbers has helped us to recognise that this technology-based innovation is operating within a very complex organisational context. I will report on a research project (conducted with Gayle Avery of MGSM and John Crawford of UTS) that examines the relationship between various forms of organizational support provided to employees who work from home and the success of these employees with home-based working. We found that both technology-related support and other forms of support (such as their manager's trust, HR support, employer paying costs) increase employees' success with working from home. Our results support the proposition that technology may be simultaneously facilitating and hindering the growth of working from home. Combined with other recent organisational studies, the results also indicate how contextual changes are facilitating the diffusion of this innovation.