The “Great Reset” and its implications on organisational theory

Abstract

Purpose

This research examines the transformative impact of the “Great Reset” on organisational theory through the thematic network analysis of managerial responses from Germany, France, and Spain, emphasising the importance of technological integration, remote working, and resilience.

Design/methodology/approach

Questionnaire responses from managers in Germany, France, and Spain were examined using thematic network analysis to understand remote working, digital transformation, and organisational resilience.

Findings

Managers highlighted the pivotal role of technology in reshaping future work systems, especially in telecommuting and digitising business procedures. This transformation requires upskilling, shifts in management approaches, and a modernised employee assessment structure.

Originality/value

This study offers practical insights into implementing the Great Reset framework and explains its impact on technological progress, managerial strategies, and organisational resilience.

Citation

Roblek, V., Dimovski, V., Colnar, S., Meško, M. and Peterlin, J. (2024), "The “Great Reset” and its implications on organisational theory", Kybernetes, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/K-06-2024-1453

Introduction

Global crises include the 2001 terrorist attacks in New York, the 2008 financial crisis, and the 2020–2022 COVID-19 pandemic, alongside climate change, technological disruption, and economic protectionism (Khan et al., 2023) have sparked discussions on reforming the socio-economic structures (Bohle et al., 2022). In response, the World Economic Forum (WEF) proposed the “Great Reset” concept, comprising three principal elements (Roth, 2021; Schwab and Malleret, 2020). The first component proposes that governments enhance coordination (e.g. in tax regulation and fiscal policy), modify trade agreements, and lay the foundation for a “stakeholder economy”.

The second component focuses on ensuring investments to advance equity and sustainability goals. Countries must develop programs for investing public funds for social progress. For example, the European Commission introduced the “Next Generation EU” recovery instrument alongside its long-term budget 2021–2027 (Bachtler and Mendez, 2021). The USA prepared the America Rescue Plan in 2021 (Rocco and Kass, 2024). China has been implementing a series of “Five-Year Plans” (Yang and Wang, 2023). The WEF advocates reallocating financial resources, including public and private capital, from projects addressing traditional capitalism shortcomings to developing a new, more resilient, fair, and sustainable system (Schwab and Vanham, 2021). One potential avenue for achieving this goal is encouraging the industry to enhance its environmental, social, and governance performance in line with ESG standards (Galal, 2024).

The third component emphasises using Fourth Industrial Revolution innovations to support the public good, exemplified by technology to solve health and social challenges, which are increasingly related to population ageing (Schwab, 2020).

The WEF concept has prompted debate among supporters and opponents regarding the necessity and immediacy of alterations to traditional systems and the development of innovative paradigms across various sectors, including organisation theory (Ferannini et al., 2021). While the “Great Reset” has received considerable attention in the scholarly literature, the tangible applications of its principles within organisational structures and strategies remain unclear and uncertain (Iliopoulos and Valentinov, 2022; Lazarova et al., 2023).

This study examines the implications of the Great Reset for organisational theory. It explores how organisations perceive and respond to the call for change and how managers identify the nature of emerging organisational change. The research questions are as follows:

RQ1.

What are the implications of the Great Reset for organisational theory?

RQ2.

How do organisations perceive and respond to the Great Reset’s call for change?

RQ3.

How do managers identify the nature of organisational change emerging in response to the Great Reset?

Defining the answers to these questions makes it possible to demonstrate the challenges and meaningful paths for organisations to adapt and change, preventing and limiting the consequences of global risks on operations.

This study is relevant for business leaders, academic scholars, policymakers, and economists seeking a broader understanding of the links between the “Great Reset” and organisational theory and insights into leading organisations in a turbulent period like the post-COVID-19 pandemic. The study aims to elucidate the intricacies of these intersections to provide experiential knowledge and academically rigorous insights into the evolving concepts of socio-economic system change.

The following sections of this article will examine the research’s theoretical background before discussing the approach taken. The research problems will be addressed, the data reviewed, and the conclusions shared. The article will discuss the findings' essence and the study’s conclusion.

Theoretical background

They recognise that the “Great Reset” entails more than developing protocols and regulations to manage and mitigate crises; their repercussions are crucial. The “Great Reset” initiative aims to redefine economic frameworks and transform societal structures to enhance future resilience. This entails understanding planned and unforeseen change theories and principles of complexity and actively involving stakeholders (OECD, 2020).

The “Great Reset” concept within the context of organisational theory necessitates the theoretical frameworks governing organisational changes (Tortia, 2022). Any change in the working patterns envisaged by the “Great Reset” affects organisational functions (Choflet et al., 2021). Therefore, it is crucial to determine how organisations recognise and adapt to changes in such a rapidly evolving environment. The organisation’s DNA records change and play a significant role in this process. A review of the relevant literature reveals two main theories of organisational change: planned change and emergent change. The “Great Reset” proposes a fusion of both theories, advocating for a blend of strategic planning with immediate adaptability (Hanelt et al., 2021; Schwab and Malleret, 2020).

Understanding complexity principles is essential to fully comprehend the “Great Reset” dynamics. To employ the “complex integration” process, these systems must be interdisciplinary, drawing upon physics and biology. This explains how syncopation in different, multi-layered systems can lead to greater harmony and efficiency (Mitchell, 2009; Capra and Luisi, 2014). These systems must resonate at compatible frequencies or adopt similar behavioural patterns for optimal interaction and coherent dynamics (Kauffman, 1993).

Achieving this objective requires identifying mechanisms ensuring systemic synchronisation and coordination of large-scale global initiatives. The principles of the complex systems theory are particularly relevant, as they prompt the question of how to understand matching complexity within the “Great Reset” framework (Holland, 1995; Johnson, 2007; Bar-Yam, 2018; Capra and Luisi, 2014). This involves understanding the roles of various stakeholders and their capacity to cooperate effectively (or ineffectively) (Mitchell, 2009; Kauffman, 1993). Analysing complexity is challenging due to the intricate nature of the involved systems, stakeholder perspectives, and resulting dynamics. However, this analysis offers an opportunity to comprehend various influences within this initiative and gain insights into its inner workings (Sterman, 2000; Meadows, 2008). The study clarifies the components driving these global efforts, whether cohesive or conflicting. This understanding is critical in designing a sustainable and effective system. The goal is a dynamic alignment of all system components with the “Great Reset” and synchronisation with stakeholder perspectives (Mitleton-Kelly, 2003).

Organisations adopt policies and strategies to recognise and implement these new change forms. However, the path is complex and uncertain. Leaders and managers must understand the “Great Reset” dynamics and its potential impact on organisations. Principal areas necessitating organisational change due to the “Great Reset” include (1) Environmental changes: Economic and social structures are transformed, requiring managers to anticipate changes and adapt strategies and business models (Haarhaus and Liening, 2020); (2) Digital transformation: Rapid technological advancements necessitate digitalising business processes, implementing digital strategies, and transforming traditional business models (Schwab and Malleret, 2020; Verhoef et al., 2021); Stakeholder coordination: Coordinating all system elements is crucial. Clear goals and objectives must be established for various organisations, aligning with stakeholders' goals (Bapuji et al., 2020; Freeman et al., 2020).

The “Great Reset” theory suggests that achieving three key goals will promote global, sectoral, and industry-level collaboration, thereby reducing shared risks. The theory is based on recognising the need for organisational changes and adjustments. However, it has faced criticism and has been categorised into the following thematic groups: (1) Lack of transparency and inclusivity: Critics argue that the concept, orchestrated by global elites, lacks transparency and inclusivity, thereby excluding citizens from participating in socio-economic decision-making and bolstering elite power (Canfield et al., 2021; Roth, 2021); Disruption of the economic system: The swift transition to green practices to meet ESG standards may negatively affect industries. Hasty measures, such as rapidly phasing out fossil fuels and reducing CO2 emissions, need to consider the adaptability of society and industry (Foss et al., 2022; Witt, 2022). Instances from practical experience demonstrate that the green transition has led to increased public debt, as seen in Germany with heavy financing of green policies, and has also resulted in job losses and economic instability, particularly in vulnerable regions (Von der Burchard, 2023); Unrealistic expectations: The concept sets overly ambitious, potentially unattainable expectations, as complex global supply chains and diverse economic systems resist rapid transformation (Dunford and Qi, 2020; Free and Hecimovic, 2021); Potential for increased regulation and control: The growing digitalisation raises concerns about heightened control and data privacy issues. Regulatory measures could be misused under the pretext of public health and safety (Amankwah-Amoah et al., 2021). Impact on individual freedoms and market dynamics: Establishing authoritarian governance structures under the guise of community welfare violates personal liberty and threatens free market dynamics due to increased government interventions (Aho and Duffield, 2020).

In summary, while the “Great Reset” seeks to change the global economic terrain and advocate for social and environmental responsibility, its execution is complex. It requires thoughtful, nuanced approaches to tackle the diverse elements of extensive organisational and systemic change. This research aims to significantly improve our understanding of how organisations and employees adapt to work in the post- “Great Reset” era. Additionally, we strive to contribute to the broader discourse on how the “Great Reset” has hastened trends in the contemporary economic environment, such as the digitalisation of work and the transformation of business models (Lazarova et al., 2023). The empirical data further enriches the existing literature on the future of work in the complex contemporary business environment (Lysova et al., 2023).

Research methodology

The paper presents the methodological scheme (study plan, data collection, strategy used in qualitative analysis) used in research, where managers as research subjects were asked to explain their perception and direction of changes in organisations in the post-COVID-19 era. These changes are also marked by the “Great Resort”.

Research design

The study used a carefully designed survey that included open-ended and closed-ended questions to gain insight into managers' perspectives on remote work, digital transformation, employee data management, employers' role in social security, temporary workers, critical skills, humanisation of work, and organisational resilience.

The questionnaire uses open and closed questions to understand managers' viewpoints and strategies. It includes a detailed breakdown:

1. Remote working

   Topic covered (Ferrara et al., 2022):

   • The transition to remote work: How has it become integral to organisational strategies?

   • Managing remote working environments: Addressing management style and practice changes to accommodate a remote workforce.

   • Infrastructure support for teleworking: Emphasizing the necessity of a strong digital infrastructure to facilitate remote work and ensure effectiveness and efficiency.

2. Digital transformation:

   Topic covered (Schwab and Malleret, 2020; Verhoef et al., 2021):

   • Adopting digital tools and processes: This section explores how organisations leverage digital tools and methods to streamline operations and enhance adaptability.

   • The impact of digital transformation on business operations: Examines the impact of digital transformation on maintaining operational efficiency and agility in business operations.

3. Employee data management

   Topic covered (Frederiksen and Kato, 2018; Amankwah-Amoah et al., 2021):

   • Data management practices: Examine organisations' policies and practices for efficiently managing and organising data.

   • Cybersecurity measures: Discuss the importance of cybersecurity measures to protect organisational data and ensure secure digital operations.

   • Using data to make decisions: Analysing how data is used to make informed and strategic business decisions.

4. Role of Employers in Social Security

   Topic covered (Kitao, 2014);

   • Social security provisions: Review the current social security arrangements for employees.

   • Changes due to remote working: Analyses of the impact of the transition to remote work on social security and employee benefits.

   • Future perspectives of social security: Discuss the anticipated changes and future trends in social security in response to the evolving world of work.

5. Temporary workers

   Topic covered (Comi and Grasseni, 2012):

   • The use of agency workers: Exploring the prevalence and role of agency workers in organisations.

   • Benefits and challenges: Analysis of the benefits and potential problems of using temporary workers.

   • Integration strategies: Discuss effective strategies for integrating contingent workers into the organisation’s structure and culture.

6. Critical skills

   Topic covered (Mumford et al., 2017):

   • Essential skills: Identify the key skills needed for the present and future workforce.

   • Addressing skills gaps: Recognising and addressing skill deficiencies within the organisations.

   • Plans for continuous skills development: Discussion about plans and initiatives for continuous skills development and upskilling of employees.

7. Humanisation of work

   Topic covered (Biggio and Cortese, 2013):

   • Promoting humanisation of work: Exploring strategies to create a work environment that is more humane and empathetic.

   • Employee wellbeing initiatives: Examination of different initiatives and programs designed to enhance employee well-being.

   • Balancing productivity and well-being: Analysing approaches to maintaining high productivity while ensuring employee well-being and work-life balance.

8. Organisational resilience

   Topic covered (Melián-Alzola et al., 2020; Haarhaus and Liening, 2020):

   • Building resilience: Exploring methods to enhance organisational resilience in various challenges and disruptions.

   • Responding to environmental change: Organisations can effectively use strategies to respond and adapt to ecological changes.

   • The role of sustainability in resilience strategies: An analysis of how integrating sustainability practices contributes to building and maintaining organisational resilience.

9. Organisational complexity

   Topic covered (Tortia, 2022):

   • Managing organisational complexity: Explores the intricacies of managing complex organisational structures and processes.

   • Challenges faced: Identifying the key challenges organisations face due to complexity.

   • Strategies for simplification: This study aims to identify effective strategies and approaches for simplifying organisational processes and reducing complexity.

Data collection

In January 2022, we distributed 1,122 questionnaires to managers in Germany, France, and Spain through the QuestionPro platform. We received 150 completed responses, which represents a 13% response rate. These responses were then analysed using thematic network analysis to gain a multi-faceted understanding. Out of the 1,122 questionnaires distributed via QuestionPro until the end of February, 850 were only partially completed, and 150 were fully completed and suitable for analysis. We selected participants based on diversity and used stratified sampling (Lynn, 2019) to obtain a broad range of perspectives, including responses from different sectors, companies, and regions.

Sample

The final sample comprised 150 respondents. Of these, 55.70% were men, 43.62% were women, and 0.67% were other. The mean age of the group was approximately 29.29 years, with a standard deviation of 6.36. The sample includes CEOs, board members, and C-level executives from organisations in various sectors (from construction to manufacturing to tourism services) and company sizes. Their geographical locations included Germany (30.2%), France (33.56%), and Spain (33.56%).

Data analysis

The data analysis synthesises qualitative and quantitative findings to understand how organisations comprehensively adapt to the “Great Reset”. Qualitative thematic network analysis (TNA) offers profound insights into managers' perceptions and strategies. At the same time, descriptive statistics provide a comprehensive overview of the trends and patterns of these adaptations (Easterby-Smith et al., 2012).

Based on the recommendations outlined in the qualitative analysis of the questionnaire results and the use of thematic network analysis (Attride-Stirling, 2001; Williams and Moser, 2019), the following strategy for preparing qualitative research was formulated.

1. Acquaintance: The methodology employed for this study was developed based on the recommendations outlined in a previous qualitative analysis of the questionnaire results and the use of TNA.

2. Coding: Data were coded to identify repeated words, phrases, and statements related to organisational change. Patterns that could indicate broader themes were analysed.

3. Identification of basic themes: Themes were identified based on the code analysis results.

4. Construction of organising themes: The basic themes were linked to the overarching themes representing the higher-order patterns.

5. Development of global themes: A global theme was derived from grouping organisational themes, which encapsulated the essence of the data about the research questions.

6. Construction of a TNA: The final stage of the process is creating a visual representation of the TNA. This step aims to illustrate the relationships between the codes, the primary and organised themes, and the global theme. The resulting grid provides a visual representation of the structure of the questionnaire responses, demonstrating how each topic connects to the larger narrative.

7. Analysis and interpretation: Once the data analysis is complete, the topics within the network are subjected to interpretation.

8. Writing up: Finally, the documentation of the TNA is presented in a structured format. This allows the topics to be given and a discussion to be formed on how they answer the research questions.

Results and discussion

The mixed-methods research study delves deeper into the anticipated changes outlined in the “Great Reset.” It also explores how organisations and their leaders interpret these changes and the strategies they are implementing or planning to adapt effectively. This comprehensive analysis offers insight into the “Great Reset” ’s impact on organisations. A mind map has been created to aid in understanding the research process and findings (refer to Figure 1), providing an overview of the study process and its conclusions before the detailed analysis.

Results analysis

Firstly, the text was subjected to coding (Saldaña, 2021), and the ensuing analysis yielded the basic themes and their subthemes. An explanation has been added to enhance the clarity of the topic. The results are presented in Table 1.

Table 1 synthesises the critical aspects of organisational change in response to global crisis and challenges, focusing on the “Great Reset”. It highlights the interconnections between various elements and their influence on the future dynamics of organisational internal and external environments.

Table 2 presents the implications of risks and challenges, going beyond the “Great Reset” concept. It highlights positions related to the actual situation and not to the wishes of individual elites who want to change the socio-economic system and thus influence organisational changes.

Table 2 presents an explicit framework of the various aspects of the “Great Reset” that influence organisational strategies. It reflects the managerial focus and direction shift highlighted in the study’s findings. Each theme and subtheme is directly linked to the broad organisational changes that the managers involved in the survey anticipate or observe.

Based on the results provided in Table 2 and the research questions, the authors prepared Table 3, which details the risks, challenges, and initial points of the “Great Reset” that can have implications for organisational changes.

The formation of global themes in Table 3 in conjunction with the analysis of the collected and analysed data within the TNA framework, enables the presentation of Figure 2, which represents the analysis of the obtained data through the TNA.

The diagram in Figure 2 depicts the interconnections between various organisational changes, underscoring the need for a comprehensive approach to managing these transformations effectively. Each node in the network represents a critical element of the organisational strategy aimed at addressing significant changes to promote sustainability, resilience, and a supportive work environment. Furthermore, it enables the comparison of management roles and the fundamental principles of the “Great Reset” concept.

Findings

In the final phase of the research, all network summaries are combined with theoretical findings. As a result, we analysed the significant themes, designs, patterns, and structures that have emerged in the text. We then revisited the original research questions and theoretical foundations on which the research is based, providing explanations supported by the patterns identified in the text. The final study findings are presented in Table 4.

According to Ferreira et al. (2021), cost reduction and flexibility to promote work-life balance are positive outcomes, while communication, technical issues, and management challenges are vital concerns. Arunprasad et al. (2022) highlight the need to identify critical factors for managing a remote workforce, with control of work processes often problematic. Franken et al. (2021) identify COVID-19 as a catalyst for making remote work mandatory in many workplaces. Our respondents are mainly optimistic about remote working but stress the need for training to optimise remote working and manage work-life balance. Fifty percent of managers anticipate the need to develop new skills quickly, and 42% believe that by 2030, more than 50% of employees will work remotely at least 80% of the time.

A survey revealed that 46.66% of respondents anticipate that employers will increasingly gather data using technologies such as artificial intelligence. Furthermore, 47.33% believe data will significantly impact performance reviews and rewards by 2030. Additionally, 50% of respondents expect organisations to establish robust cybersecurity and data protection systems for all employees, both in the office and remotely, by 2030 due to past losses from inadequate cybersecurity measures. The mean value of 2.77 indicates the average level of agreement or disagreement with the analysed statements. Moreover, the standard deviation of 1.11 shows the extent of variability in the respondents' answers around the mean. A low standard deviation suggests that the responses are relatively close to the mean, indicating that most respondents held similar opinions on the questions.

The survey findings reveal that a majority of respondents (50.67%) predict an increase in the use of temporary workers to improve efficiency and cut costs. Furthermore, 51.34% of the participants anticipate employers introducing yearly development plans for these temporary workers. Managers stressed the importance of a holistic approach to organisational change, considering technological advancements, evolving employee needs influenced by changing work environments, skill requirements, and an ageing workforce. Moreover, they identified socio-economic disruption and ethical challenges as significant influencing factors.

The mean value of 2.57 reflects the average of all respondents' opinions, indicating a general agreement or disagreement with the analysed statements. The standard deviation of 1.00 suggests the extent of variation in respondents' views around the mean. A low standard deviation suggests the responses closely align with the mean, indicating a consensus among the respondents regarding the posed questions.

The findings suggest that managers must proactively adopt technologies shaping future working systems. Teleworking and digitising business processes must be addressed systematically as remote working becomes increasingly essential. These practices should be integrated into policy-making and human resource management guidelines. Re-skilling for management roles is crucial, especially for HR managers and supervisors. Organisations must adapt processes and employee skills to manage the practical introduction of digital tools and AI. The ageing workforce requires improved health protocols and flexible working arrangements to support employee wellbeing. Limitations of this study include the analysis of data from only three countries based on one provider’s dataset. Future research should explore human resource management, organisational change and AI implementation in other countries and globally. It is also recommended that future working practices and labour legislation be explored. In addition, our research highlights the importance of considering stakeholder perspectives and environmental impacts. Companies should involve stakeholders in decision-making processes to ensure alignment with organisational goals and values. Environmentally sustainable practices should be integrated into business strategies, focusing on reducing carbon footprints and promoting green initiatives. This approach supports corporate social responsibility and enhances the organisation’s reputation and long-term viability.

Table 4 summarises the research findings and theoretical frameworks. It provides a detailed overview of how the study’s central themes, designs, patterns, and structures relate to the original research questions and theoretical fundamentals.

Similarities and differences in respondents' answers.

The survey responses from participants in Germany, France, and Spain demonstrated significant commonalities and noteworthy distinctions. The study utilised thematic network analysis to explore how managers interpreted and addressed the imperative for organisational change presented by the Great Reset. The analysis uncovered multiple central themes consistently cited by respondents across all three countries:

• 1.

  The integration of technology and the transformation of digital processes

Similarities: The three countries share several similarities. Managers from Germany, France, and Spain all highlighted the important role of technology in future work systems, especially in telecommuting and the digitalisation of business processes. The participants agreed on the need for reskilling, managerial approach adjustments, and employee assessment framework improvements.

Differences: The two groups displayed several distinctions. Cultural differences influenced their approach to technology adoption. German respondents prioritised precision and efficiency in technology implementation, while French managers focused more on innovation and the creative aspects of digital tools. Conversely, Spanish respondents emphasised flexibility and adaptability in digital integration.

• 2.

  Remote work adoption

Similarities: The survey highlighted the widespread adoption of remote work, with all participants recognising its growing importance and the need for strong digital infrastructure.

Differences: Respondents from Germany discussed technical challenges and solutions for remote working more frequently than those from France and Spain. Additionally, managers from France and Spain emphasised the social and collaborative aspects of remote working environments.

• 3.

  Employee well-being and organisational culture

Similarities: There was a general agreement that there has been an increasing emphasis on employee well-being, including mental health and maintaining a healthy work-life balance.

Differences: Cultural differences influenced the approach to addressing well-being. German managers focused on implementing structured wellness programs and establishing clear policies, while French respondents took a holistic approach by integrating well-being into the broader organisational culture. Spanish managers emphasised the importance of social support and community within the workplace.

• 4.

  Strategic resilience and agility

Similarities: All respondents emphasised the importance of organisational agility and proactive strategies to anticipate and respond to changes.

Differences: German managers prioritise resilience through meticulous planning and risk management strategies. In contrast, French managers place a greater emphasis on innovation and adaptability. Spanish respondents focus on flexibility and the ability to make timely decisions.

The discrepancy between the number of responses sent and those received

Several factors can explain the difference between the number of responses sent (1,122) and those received (150).

Survey fatigue and time constraints play a significant role in the observed difference. Senior executives, such as CEOs, board members, and C-level executives, often have demanding schedules and may experience survey fatigue, leading to lower response rates. Despite their responsibilities, they may find it challenging to allocate time to complete a detailed survey due to their busy agendas.

Additionally, the perceived relevance and interest in the survey may have influenced the response rate. It is possible that some recipients did not find the survey subject directly relevant or urgent, especially if they believed that their organisations were already adequately addressing the covered issues.

The survey’s design and distribution method were also considered potential factors influencing the response rate. The distribution method and survey design may have affected the response rate. For example, surveys sent via email may be easily overlooked or deprioritised among the high volume of communications these executives receive daily.

Cultural differences in engagement may also play a role. There are noticeable variations in norms and attitudes towards survey participation and engagement with academic or professional research across different countries.

In certain cases, organisational barriers, such as internal policies or a lack of motivation to participate in external research, may contribute to the low response rate.

While the survey respondents from Germany, France, and Spain shared common themes in their responses, their perspectives on technological integration, remote work, employee well-being, and strategic resilience were influenced by cultural nuances. Compared to the number of surveys distributed, the lower response rate can be attributed to factors such as survey fatigue, perceived relevance, survey design, cultural differences, and organisational barriers. Despite these challenges, the insights from the completed responses provide valuable information on how organisations in these countries adapt to the “Great Reset” challenges.

Final results summary

The study’s primary findings are organised around four main themes. The specific findings within each theme are presented in the following format.

• 1.

  Technological integration

Overview: The study’s findings revealed that managers in Germany, France, and Spain unanimously identified technological integration as a pivotal theme, emphasising its critical role in shaping future organisational strategies.

Digital transformation: Digital transformation is modifying an organisation’s operational procedures, structure, and core competencies to align with digital technologies and strategies. Digitalising processes is crucial to maintaining operational efficiency and flexibility. The managers emphasised implementing digital tools and methods to optimise operational efficiency and enhance organisational adaptability.

Remote working: Remote working represents a significant change in the current work culture rather than just a temporary adjustment. Organisations must invest in building a strong digital infrastructure and supporting the re-skilling of their employees to ensure their success in a remote work environment.

Skills development: The goal is to improve individuals' abilities by re-skilling and up-skilling. Rapid technological advancements drive the need to upgrade and refresh the workforce’s skills continually. The managers emphasised the need to address the skills gap and prepare for rapid technological changes to ensure organisational resilience.

Age management: When implementing technological integration, it is crucial to consider the demographic shift towards an ageing workforce. This requires the development of customised re-skilling programs and adaptive technologies to address the specific needs of older employees.

• 2.

  Remote work adoption

Transition to remote work: The COVID-19 pandemic has increased the use of remote work, making it a permanent part of organisational strategies. Managers have stressed the need for a strong digital infrastructure and innovative management practices to support a distributed workforce.

Management adoption: The shift to remote work has significantly changed how managers approach their roles. This necessitates the creation of new systems for evaluating employee performance, fostering a culture of trust, and improving communication within virtual teams.

Employee well-being: The increasing popularity of remote work has highlighted the importance of mental health and the need to achieve a healthy work-life balance. Managers have stressed the importance of implementing policies that support employee well-being, such as flexible working hours, the introduction of wellness programs, and the availability of mental health resources.

Challenges and opportunities: While remote work has numerous benefits, it also has several challenges. These include technical issues, maintaining team cohesion, and ensuring productivity. Managers stress the importance of addressing these challenges through strategic planning and continuous improvement.

• 3.

  Organisational resilience and agility

Agility in operations: The research underscores the importance of adopting agile methodologies, which facilitate rapid adaptation to external dynamics such as supply chain disruptions, labour force shortages, financial downturns, and technological advancements. This necessitates cultivating an innovative culture, promoting proactive troubleshooting, and implementing flexible operational approaches.

Strategic resilience: Establishing organisational resilience is paramount for effectively handling crises and guaranteeing sustained viability. Managers must stress the significance of implementing resilient risk management frameworks and comprehensive contingency plans to minimise the effects of unexpected events.

Sustainability practices: There is a growing focus on integrating sustainability into corporate strategies, including adopting environmentally friendly practices, enhancing corporate social responsibility, and aligning business operations with environmental goals.

Global economic changes: Managers emphasised the importance of staying abreast of international monetary and political developments. This involves being equipped to adapt to changes in trade dynamics, regulatory environments, and geopolitical hazards that may impact the organisation’s stability.

• 4.

  Employee well-being and organisational culture

Focus on health and mental well-being: The results underscore a growing focus on employee well-being, specifically emphasising mental health. Organisations are rolling out wellness initiatives and implementing policies to foster a balanced work-life dynamic.

Organisational culture: There is a discernible trend towards fostering an inclusive and supportive organisational culture, characterised by the promotion of diversity, the assurance of equal opportunities, and the cultivation of a strong sense of community within the workplace.

Employee engagement: To maintain a motivated and productive workforce, it is imperative to engage employees in decision-making processes and offer avenues for their professional growth. Managers have emphasised the significance of transparent communication and acknowledging employees' contributions.

The sections on findings and discussion summarise these key findings and offer a comprehensive understanding of how organisations perceive and respond to the Great Reset and its implications for future organisational strategies. These insights provide valuable guidance for managers and policymakers navigating the changing socio-economic landscape.

Theoretical contributions

The study makes a substantial theoretical contribution to organisational theory by integrating managers' perspectives with theoretical foundations. The theoretical contribution is defined by the specific themes to which it provides insights.

The study introduces a hybrid model that integrates planned and emergent change theories. This model combines the principles of both theories, recognising the importance of strategic planning while highlighting the value of real-time adaptability. By addressing rapid technological advancements and their impact on organisational processes, this integration provides a comprehensive framework for understanding organisational change.

The intersection of complexity theory and digital infrastructure warrants deeper exploration, particularly when broadening the scope of complexity theory to include digital infrastructure and remote work. This study underscores the significant role of technological ecosystems in cultivating organisational adaptability and resilience. This expansion is vital for understanding how modern workplaces can adeptly navigate and thrive amidst rapid changes and disruptions.

The study integrates human capital theory with digital literacy frameworks to create a robust workforce development strategy. This approach emphasises continuous learning and adaptability, aiming to equip employees with the skills to excel in digitally advanced environments.

The study presents a novel stakeholder data theory that underscores the importance of data management, cybersecurity, and transparency in effectively coordinating stakeholders and governing organisations. This theory responds to the increasing demand for organisations to manage data while interacting responsibly with diverse stakeholders.

The agile sustainability theory is a conceptual framework combining organisational agility principles and sustainable business practices. This theory establishes a foundation for agile sustainability by merging the concepts of organisational agility with sustainable business practices. It aims to bolster resilience in response to swift external changes, enabling organisations to adapt while upholding long-term sustainability objectives swiftly.

The global dynamic theory is a comprehensive framework that integrates economic rebalancing, geopolitical awareness, adaptive strategies, technology utilisation, and a focus on sustainability to achieve long-term success. This theory offers organisations a multifaceted approach to effectively navigating intricate global environments.

Practical implications

The research highlights the importance of remote work and digital transformation for organisations during the “Great Reset”. It suggests proactively implementing telecommuting and digitising business operations. Additionally, it emphasises the need for continuous skill development through upskilling and reskilling programs to keep up with technological advancements. It is also crucial to consider employees' well-being. Managers should introduce wellness programs and flexible work arrangements to address mental health and well-being. The research stresses the importance of creating a work environment that supports employee well-being and satisfaction.

Implementing enhanced cybersecurity measures is crucial for data management and protection. Organisations must invest in cybersecurity infrastructure and data protection protocols. Additionally, they should improve stakeholder engagement through digital tools and real-time feedback mechanisms to build trust and create an inclusive environment.

Organisations must prioritise the integration of agile methodologies and sustainable practices into their strategies to enhance their resilience. This requires effectively navigating external disruptions while ensuring long-term sustainability, particularly regarding environmental stewardship. Managers must incorporate geopolitical awareness and economic rebalancing into their strategic planning. This involves preparing for potential global shifts and implementing strategies that consider economic and political dynamics.

Conclusion

The qualitative study delves into how organisations perceive and address the various organisational aspects of the Great Reset’s mandate for organisational change. The study enriches the conceptual framework of the Great Reset and offers theoretical and practical implications for organisations. Specifically, we examined technological advancements such as digital transformation, organisational resilience, and remote work. The findings underscore the significance of mental health, well-being, diversity, and inclusion, providing insights into modern organisations' organisational agility and sustainability. Furthermore, we explore geopolitical awareness and the need for economic rebalancing and delve into organisational resilience and proactive risk management strategies for companies. Therefore, we contribute to developing more sustainable and resilient organisational models for companies and shed light on how companies perceive and respond to the call for change articulated by the “Great Reset”.

Figures

Figure 1

Mapping map

Figure 2

Thematic network

Table 1

From coding to basic theme

Code	Basic theme	Subtheme	Description
Remote work adoption	Work environment changes	Transition to remote work	The present study is primarily concerned with examining the strategies organisations employ to facilitate the implementation of Remote working arrangements within their operational structures
Digital innovation and integration	Technological changes	Digital tools and processes	The analysis of the text under discussion demonstrates that the organisation has adopted and integrated digital technologies to streamline operations and enhance flexibility
Employee well-being	Organisational culture	Focus on health and mental well-being	The findings indicate a growing emphasis on employees' well-being, including their mental health and the overall balance between work and life outside of work
Strategic resilience	Response to change	Agility and proactive strategies	The study’s findings demonstrate how organisations cultivate resilience and agility to anticipate and respond effectively to environmental changes. Furthermore, the study emphasises initiatives to promote sustainability and ecological responsibility within organisational strategies
Sustainability efforts	Long-term organisational goals	Eco-friendly practices	The results provide an overview of the various initiatives implemented to promote sustainability and environmental responsibility within the organisational strategy

Source(s): Authors’ own collaboration

Table 2

Construction of organising themes

Organisational theme	Subtheme	Implications
Technological integration	Digital transformation	Organisations are expected to rapidly adopt new technologies, necessitating upskilling and strategic IT investments
	Remote work environments	Given the increasing prevalence of remote work, it has become essential for organisations to develop innovative management strategies and infrastructure support
Employee well-being	Mental health and work balance	The prevalence of mental health issues is on the rise, prompting a heightened focus on prevention and management. In response to this mounting concern, several organisations have implemented wellness programmes and flexible working arrangements as part of their dedication to employee well-being
	Inclusion and diversity initiatives	Enhanced workplace diversity and inclusion are pivotal in creating a constructive organisational culture
Strategic adaptability	Agile and adaptability practices	Organisations must develop more agile practices to respond effectively to changes and disruptions in the market
	Sustainability initiatives	The intensification of efforts to promote sustainability has resulted in several alterations to operational procedures and corporate governance structures
The global and economic shift	Geopolitical and economic considerations	In anticipation of potential shifts in the global economic and political landscapes, managers have been engaged in scenario-building exercises to prepare for various scenarios affecting their international operations
Resilience and crisis management	Building organisational resilience	The growing recognition of the importance of cultivating resilience to enhance resilience and facilitate recovery from crises represents a significant development in resilience studies

Source(s): Authors’ own collaboration

Table 3

Global themes

Aspects of the risk, challenges, and “great reset” concept	Meaning for organisational changes
Economic rebalancing	Organisations must adapt to shifts in economic power and market dynamics to remain competitive in the global market. These shifts influence worldwide trade and investment strategies and affect the global economy
Technological integration	Modifying organisational processes and employee skill sets is necessary to facilitate the accelerated adoption of digital tools and artificial intelligence within the organisational context
Environmental sustainability	The intensification of efforts to implement sustainable business practices will modify the organisation’s operational procedures and corporate social responsibility initiatives
Health and well-being	The ongoing pandemic and the ageing of the workforce are resulted in the implementation of enhanced health protocols and flexible work arrangements to support employee well-being
Social inequality	In response to mounting social pressure for greater equity and inclusion, organisations have been compelled to change their hiring practices and workplace culture
Global cooperation	The contemporary global environment has highlighted the world’s interconnectedness, underscoring the necessity for a unified international response to crises. Consequently, a growing appreciation for cross-border partnerships and collaborative strategies has emerged

Source(s): Authors’ own collaboration

Table 4

Integration of the research findings with theory

Research question	Theory	Important topics	Design patterns and structures	Explanation and recognised patterns	Proposals for adopting or changing theories	Supporting authors
How do organisations perceive and respond to the great reset’s call for change?	Organisational change theory (planned and emergent change)	Digital transformation	Integration of digital tools and processes	Organisations are integrating digital technologies to streamline operations and enhance flexibility through a combination of planned and emergent changes	The objective is to create a hybrid model that integrates planned and emergent change theories to effectively address rapid technological advancements and their integration into organisational processes. This approach allows organisations to plan strategically while remaining adaptable to real-time changes	Schwab and Malleret (2020), Hanelt et al. (2021)
	Complexity theory	Remote work adaptation	Implementation of teleworking and digital infrastructure support	The shift to remote work has led organisations to develop new management approaches and invest in digital infrastructure, highlighting the need for adaptability and innovation in work settings	The importance of extending complexity theory to include digital infrastructure and remote work, emphasising the significance of technological ecosystems for organisational adaptability and resilience, and integrating advanced technologies to manage modern workplace demands cannot be overstated	Verhoef et al. (2021), Ferreira et al. (2021)
		Skills development and training	up-skilling, re-skilling and digital literacy	Continuous skill development is crucial. Organisations prioritise up-skilling and re-skilling employees to keep up with technological advancements. Comprehensive training programs ensure the workforce has the skills for an up-to-date workplace	Integrating human capital theory with digital literacy frameworks is recommended to develop a comprehensive workforce development strategy. This approach emphasises ongoing learning and adaptability, enabling employees to thrive digitally by enhancing their skills and knowledge to keep up with evolving technologies	Mumford et al. (2017), Arunprasad et al. (2022)
What are the implications of the great reset for organisational theory?	Stakeholders theory	Data-driven decision making	Critical data management, cybersecurity and data protection	The effective management of data and cybersecurity is increasingly vital for organisational strategies. Collaborating with stakeholders and safeguarding digital assets is crucial for upholding the integrity and credibility of the organisation	The objective is to develop a novel stakeholder data theory emphasising the importance of data management, cybersecurity, and transparency for effective stakeholder coordination and organisational governance	Freeman et al. (2020), Amankwah-Amoah et al. (2021)
		Stakeholder engagement	Enhance communication and collaboration	Organisations must engage with various stakeholders to communicate transparently, meet diverse expectations, and build trust. This fosters stronger, more resilient relationships and a more inclusive organisational environment	Enhancing stakeholder theory by incorporating digital communication tools and real-time engagement and feedback mechanisms to strengthen relationships and build trust with stakeholders is recommended	Freeman et al. (2020), Schwab and Vanham (2021)
	Socio-economic responsibility theories	Challenges and opportunities	The challenge of integrating technology with employee well-being is to address the resistance to change that is likely to be encountered	Organisations should balance technology integration with employee well-being and manage resistance to change. They should emphasise socio-economic responsibilities and maintain a healthy work environment while embracing technological advancements to create a resilient workforce	Enhance socio-economic responsibility theories by incorporating digital well-being frameworks. Focus on balancing technological integration with employee mental health and satisfaction to create a supportive and productive work environment	Schwab (2020), Bapuji et al. (2020)
How do managers identify the nature of organisational change emerging in response to the great reset?	Organisational resilience and agility	Strategic resilience	Agility in operations, sustainability practices	Organisations are prioritising agility and sustainability to improve resilience. This involves adopting agile practices and sustainable operations to respond effectively to external changes, ensuring quick adaptation and long-term viability with environmental responsibility	Develop a theory of agile sustainability by integrating concepts of organisational agility with sustainable business practices to enhance resilience in the face of rapid external organisational environment changes	Haarhaus and Liening (2020), Cho et al. (2023)
	Digital transformation and future work theories	Global economic shifts	Geopolitical awareness, economic rebalancing	In response to global changes, managers are implementing new strategies, emphasising the need for organisations to consider economic rebalancing and geopolitical awareness in their planning	The Global Dynamic Theory suggests that organisations should incorporate economic rebalancing, geopolitical awareness, adaptive strategies, technology utilisation, and a focus on sustainability for long-term success	Khan et al. (2023), Gamso et al. (2024)
		Crisis management and Preparedness	Organisational resilience, proactive risk management	Constructing organisational resilience and implementing proactive risk management frameworks is essential to navigate crises and ensure long-term viability	Building organisational resilience and proactively managing risks to navigate crises and ensure long-term viability is crucial	Sterman (2000), Su and Junge (2023)
	Environmental responsibility theories	Sustainability initiatives	Implementation of eco practices	Organisations adopting sustainable practices and enhancing corporate social responsibility can significantly improve environmental conservation and operational efficiency	The integrated environmental theory suggests that organisations should integrate environmentally friendly practices with sustainability strategies, emphasising long-term environmental impact and operational efficiency	Wang et al. (2023), Verhoef et al. (2021)

Source(s): Authors’ own collaboration