An empirical analysis of facilitators and barriers to the hybrid work model: a cross-cultural and multi-theoretical approach

Abstract

PurposeThis paper examines the influence of facilitators and barriers on employees’ preference to work in a hybrid model. The study uses the theoretical lens of stimulus-organism-response (SOR) and dual factor theory (DFT). It examines the influence of health consciousness (stimulus), facilitators (e.g. work flexibility, work–life balance and team building) (organism) and barriers (e.g. pandemic and travel stressor and role overload [organism] on employees’ preference to work in a hybrid model) (response). Further, it tests the moderating influence of organizational culture.Design/methodology/approachA questionnaire survey was conducted among employees in India, Sri Lanka and Germany, obtaining 281 usable questionnaires. Structural equation modeling (SEM) using Warp PLS 7.0 was used as the analytical technique to examine the model fit and test hypotheses.FindingsThe findings reveal that health consciousness is essential in enhancing facilitators and motivating employees to prefer a hybrid working model. The study’s findings also prove the positive influence of work flexibility, work–life balance and team building as facilitators. The results suggest that pandemic and travel stressors inhibit employees’ preference for working in a hybrid model.Research limitations/implicationsThe study is based on a cross-sectional research design to generalise the findings. Future researchers can utilize longitudinal design to decipher the variation in response over time. The study has developed a model combining SOR with DFT; the authors suggest that future researchers use other theories in combination with SOR, like self-determination theory (SDT), to decipher the influence of intrinsic and extrinsic motivation of employees in the context of the hybrid working model.Practical implicationsThis study identifies the need for open communication with the employees to overcome their concerns regarding the hybrid working model. The study also suggests that human resource (HR) managers need to prioritize the task that needs to be accomplished from the office versus working from home. The authors recommend various measures, like water cooler breaks and a buddy system, to motivate employees to work in a hybrid model.Originality/valueThis study is among the first studies focused on the hybrid working model. The current study adds to the limited literature on the facilitators and barriers of working in a hybrid work model.

Exploring hybrid telework: A bibliometric analysis

“…5 , is COVID-19. The impact of the pandemic suffered in early 2020 marked a milestone in the ′new birth' of telework [ 8 , 47 ], and this has led to growth in research into hybrid telework [ 23 , 38 ]. Regarding the triangle formed by work from home, COVID-19, and hybrid work, with the implementation of total teleworking due to the lockdowns, the advantages and disadvantages of its application became visible for the companies.…”

“…The existing literature base focuses mostly on telework in general, but few papers focus on hybrid telework. However, this modality of telework has been found to be more beneficial than other teleworking alternatives on both workers and organizations [ 12 , 23 ]. Given the great repercussion that this modality of telework has obtained and the benefits of applying it, it is considered especially relevant to study the emerging evidence base on the specific modality of hybrid telework that, thanks to the methodology of traditional literature review together with that of bibliometric analysis of co-words, would cover in a complete way all the aspects concerning this emerging field.…”

Flexibles Arbeiten als Privileg oder Selbstverständlichkeit? Die Art des Zugangs zu flexiblem Arbeiten steuert reziproke Ansichten und soziale Austauschbeziehungen in hybriden Teams

“…This study is of high relevance, as not least due to the Covid-19 pandemic organisational policies on 'FWA for all' have become institutionalised and perceived entitlement limits leaders to deny the access to FWA and brings the question to the front how to effectively manage it in the team. Since our data were collected prior the pandemic, we could investigate the topic without risk to health when present in the office (cf., Sampat et al 2022).…”

“…However, this challenges team coordination, but little is known about how routines for effective cooperation might be established in hybrid teams (Baumgaertner and Hartner-Tiefenthaler 2022). Establishing routines for effective coordination and nurturing social relationships and team spirit is key for leaders of hybrid teams irrespective of FWA prevalence (Terkamo-Moisio et al 2022;Sampat et al 2022).…”

Technology infiltration: permeable boundaries and work–life spillover experiences among academics in the United Kingdom during the COVID-19 pandemic

“…From the practical stance, following the debates on HEIs embracing a hybrid workplace design and the pitfalls that have been identified with the model (Nash and Churchill, 2020; Adisa et al ., 2022), we suggest that HEIs must consider the needs of academics to get the best out of them. In this regard, HR managers' involvement is crucial since clear communication with the staff is necessary to allay any concerns they may have about the hybrid working design (Sampat et al ., 2022). Therefore, across HEIs, HR managers should consider training and educating managers on how to manage employees utilising the hybrid working model.…”