[oh_sigh]

Maybe the problem is you were trying to invalidate their e tire management worldview with those studies. Instead, a more effective strategy might have been convincing management that while their methods were generally fine, for your specific case you might buck the trend. At least, that's how I've had luck with this problem. And also reassuring(and proving through my actions) that they wouldn't need to devote special time just to managing me vs managing the horde.

[precisioncoder]

Logic doesn't matter, it's the ability to sell it. This goes for almost all major decisions which are usually decided based on emotional "gut feelings" rather than logic and statistics.

I would suggest something like: "I've been crunching the numbers on how to increase efficiency and been pleasantly surprised at how well we're performing compared to our competition. I was thinking of trying an experiment based on this new study I've read <Link> where we leverage existing great management techniques to also allow remote work on a limited basis. If you're interested I could show you the numbers but I think with a small sample set <me and a few other good developers> we could prove that this could boost our efficiency even higher! In fact even though it's increasing our numbers we can even offer it to the team as a perk, <study> has shown that when a team gets a perk even if it boosts efficency they work even harder! We have this great new/old project <X> that would be perfect to measure the numbers with. How about I roll it out at the beginning of next month? Don't worry about the planning, I have some experience and can have a proposal on your desk by the end of the week."

[chrisweekly]

Mostly good advice. Along similar lines (w/ more detail of course), see DHH's book "REMOTE" which includes advice on how to sell the idea to mgmt. As a first step I'd recommend starting even smaller though, vs framing it as a new and demonstrably better way for projectS to be done in general (ie, a big change). See if you can find a way to demonstrate the benefits on a personal/individual level, without making a big deal of it. If you can start the bigger conversation (involving teams / processes / policies) already armed with evidence of success at your current workplace, you'll gain credibility and engender confidence / assuage fears of those in management who need convincing.

For my part, I've been self-employed (full-time consulting), 98% remote, for about 3 years. Before that, in almost 20 years of traditional software-related jobs, about half my working days were remote. I was fortunate in being able to insist on a high degree of autonomy wrt how/where/when I got my work done, for most of my positions. Not always possible, but you'll never get the freedom if you don't look for the oppty and make the case for it.