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The unanticipated disruption caused by the ongoing coronavirus pandemic led to the extensive use of flexible working arrangements. In such a boundaryless work environment, however there are significant concerns, especially around inclusivity and discrimination. Given the increasing concerns surrounding hybrid and remote work settings, the authors investigated whether the extent of working in substantially flexible working arrangements relates to employees’ perceived ostracism and inequality, distinguishing between working from home, in a hybrid mode or from the office. In addition, the authors theorised that in flexible working arrangements, high-quality leader relationships, such as leader–member exchange (LMX) and servant leadership are likely to reduce perceptions of ostracism and inequality. Based on a survey of 161 professionals, who worked to varying degrees in flexible working arrangements, the authors found that employees who worked extensively in a hybrid mode were less likely to report experiences of ostracism and inequality in comparison to employees who worked mainly from home or in an office. Furthermore, a moderation analysis showed that the effects of LMX and servant leadership on perceptions of ostracism and inequality were much stronger for individuals who work in hybrid working arrangements than those who work at the office or from home. This research makes an important contribution to our understanding of how different degrees of flexible working arrangements affect employees by demonstrating the role of high-quality leader relationships in reducing perceptions of ostracism and inequality at different degrees of work flexibility.

After a period of accelerated workplace change, this chapter takes an interpretivist-constructionist approach to explore the experiences of, and perceptions around, flexible and hybrid working among a sample of women owners/directors in the UK small and medium size enterprise (SME) public relations (PR) agency community. Their views, both in terms of running teams and their own engagement with flexible and hybrid working, are discussed through both a personal and a sociocultural lens, with particular reference to the impact of the global COVID-19 pandemic and the gendered experience. Specifically, we consider whether global events have alleviated or heightened concerns around teamwork, collaboration, creativity and culture. This chapter adds to a growing body of research into flexible and hybrid working relating to the PR profession and focuses on gendered experience which has often seen women caregivers and those in unstable relationships at a disadvantage with career progression. We explore whether recent events have ‘improved’ the situation for women in PR. We consider how the life stage and personal experience of the individual owner/director impacts their learned and dynamic attitude development and assess whether flexibility for family is viewed differently to other needs. Themes include authentic leadership and responding to ‘the crucible’, reputation and ‘doing the right thing’ and discretionary effort and ‘work ‘til it hurts culture’.

The purpose of this study is to estimate inputs (outputs) and flexible measures when outputs (inputs) are changed provided that the relative efficiency values remain without change.

A novel inverse data envelopment analysis (DEA) approach with flexible measures is proposed in this research to assess inputs (outputs) and flexible measures when outputs (inputs) are perturbed on condition that the relative efficiency scores remain unchanged. Furthermore, flexible inverse DEA approaches proposed in this study are used for a numerical example from the literature and an application of Iranian banking industry to clarify and validate them.

The findings show that including flexible measures into the investigation effects on the changes of performance measures estimated and leads to more reasonable achievements.

The traditional inverse DEA models usually investigate the changes of some determinate input-output factors for the changes of other given input-output indicators assuming that the efficiency values are preserved. However, there are situations that the changes of performance measures should be tackled while some measures, called flexible measures, can play either input or output roles. Accordingly, inverse DEA optimization models with flexible measures are rendered in this paper to address these issues.

Flexible staffing arrangements have become a permanent feature of employment in many industrial societies. This article examines how employers perceive the consequences of using flexible staffing arrangements. It presents and assesses theoretically informed hypotheses on organisational situations in which negative consequences are more likely to be perceived.

This study uses data (n = 761) from a bespoke employers survey, fielded in the Netherlands in 2019. Structural equation modelling (SEM) is used to measure and explain employers' perception of downsides to flexible staffing arrangements.

Employers report distinct downsides to the use of flexible staffing arrangements in terms of performance, management and employee well-being. Model estimates show that employers using flexible staffing arrangements to acquire specific expertise or to follow other organisations in their sector perceive more downsides.

Empirical research on employers' perception of the disadvantageous consequences of using flexible staffing arrangements is scarce. This article highlights that this practice can discourage investments in human capital and lead to a sense of insecurity among young workers. It draws attention to the relevance of distinguishing between strategic motives when trying to understand organisational behaviour regarding non-standard forms of employment.

This paper aims to provide a comprehensive overview of the challenges and employee development strategies for executives and managers when managing flexible work systems.

The paper takes an employee development perspective to discuss management strategies of flexible work systems. Research findings on the effects of work flexibility through flexible work systems, the challenges and the development strategies that executives and managers can use were reviewed from multi-level perspectives.

The flexible work system is the new normal in the workplace. Lack of social and face-to-face interactions reduces employees’ social learning, jeopardizing managerial justice and weakening the culture. To remain competitive and retain talented employees, executives should reexamine their current employee development strategies and implement new strategies that fit the characteristics of flexible work systems.

To the best of the authors’ knowledge, this is the first comprehensive review of employee development strategies for flexible working arrangements. The paper provides practical guidelines and insights for executives and leaders managing employees under various flexible work systems.

The purpose of this empirical research was to investigate the individual effects of three dimensions of flexible human resource management (HRM) practices – skill flexibility, behavioral flexibility and human practice flexibility on firm performance and to what extent these relationships are strengthened/weakened when there was the moderation of empowering leadership in small- and medium-sized enterprises (SMEs) of the Kingdom of Bahrain.

The data were collected from chief executive officers (CEOs) through a questionnaire survey method to test the hypothesized relationships. A final dataset of 315 valid responses was utilized for data analysis, and results were analyzed using the Smart partial least squares structural equation modeling (PLS-SEM) technique.

The findings revealed positive effects of skill flexibility, behavioral flexibility and human practice flexibility on firm performance. The moderating role of empowering leadership further strengthened the effects of employee skill flexibility and employee behavioral flexibility had on firm performance. However, empowering leadership did not pose any moderating effect on human practice flexibility and firm performance relationship.

This paper offers implications for theories on HRM and leadership. It also provides valuable insights for organizations and leaders seeking to boost firm performance across SMEs.

This paper offers implications for theories on HRM and leadership and also contributes in the understanding of the modern managers.

This paper investigated the effects of flexible HRM practices on firm performance and the role of empowering leadership across SMEs in Bahrain. It also explored how the performance of SMEs can be improved using flexible HRM practices followed by the presence of empowering leadership.

The purpose of this paper is to introduce a variable distance pneumatic gripper with embedded flexible sensors, which can effectively grasp fragile and flexible objects.

Based on the motion principle of the three-jaw chuck and the pneumatic “fast pneumatic network” (FPN), a variable distance pneumatic holder embedded with a flexible sensor is designed. A structural design plan and preparation process of a soft driver is proposed, using carbon nanotubes as filler in a polyurethane (PU) sponge. A flexible bending sensor based on carbon nanotube materials was produced. A static model of the soft driver cavity was established, and a bending simulation was performed. Based on the designed variable distance soft pneumatic gripper, a real-time monitoring and control system was developed. Combined with the developed pneumatic control system, gripping experiments on objects of different shapes and easily deformable and fragile objects were conducted.

In this paper, a variable-distance pneumatic gripper embedded with a flexible sensor was designed, and a control system for real-time monitoring and multi-terminal input was developed. Combined with the developed pneumatic control system, a measure was carried out to measure the relationship between the bending angle, output force and air pressure of the soft driver. Flexible bending sensor performance test. The gripper diameter and gripping weight were tested, and the maximum gripping diameter was determined to be 182 mm, the maximum gripping weight was approximately 900 g and the average measurement error of the bending sensor was 5.91%. Objects of different shapes and easily deformable and fragile objects were tested.

Based on the motion principle of the three-jaw chuck and the pneumatic FPN, a variable distance pneumatic gripper with embedded flexible sensors is proposed by using the method of layered and step-by-step preparation. The authors studied the gripper structure design, simulation analysis, prototype preparation, control system construction and experimental testing. The results show that the designed flexible pneumatic gripper with variable distance can grasp common objects.

This study aims to examine the key components to facilitate flexible work arrangement (FWA) and the issues and challenges arisen in preparing the workplace for FWA during Covid-19, and to recommend better approach of FWA implementation in workplace.

This study adopted extensive literature review and case studies approach using interviews and observations to determine the key components to facilitate FWA and the issues and challenges arisen in preparing the workplace for FWA during Covid-19, and to recommend better approach of FWA implementation in workplace. Three offices that owning FWA experience during Covid-19 and featuring flexible workspace concepts, elements and layouts in Klang Valley, Malaysia were chosen as case studies.

Findings have suggested that there are four components required to form flexible workspace for FWA adoption, such as open plan workspace design, task-oriented space, hot desking policy and IT infrastructure. Interestingly, the interview findings do not support the idea that the flexible furniture can facilitate FWA; instead, they believe that versatile, acoustical and aesthetical furniture may be installed when necessary. Among the issues and challenges faced were rearranging and designing open office plan layout, hot desk relocation and reconfiguration of spaces where people may congregate. Lastly, this research recommends that innovative planning software and tools, smart technology and apps, modern IT technology and infrastructure, and digital apps can be introduced to the workplace to help FM manage and monitor the facilities operations, workplace situations and occupancy rates.

Since the outbreak of Covid-19, FWA such as “Work From Home” and remote working have become the mainstream in the workplace, affecting how the workplace looks and feels as flexible working is fundamentally related to the flexible workspace. From Facilities Management (FM) perspective, FWA is the biggest consequence of Covid-19, but it also presents opportunities and certain challenges to incorporate a new office environment and employees’ needs in terms of FWA into the corporate culture.

This paper aims to prevent gasket sealing failure in engineering, accurately predict gasket life, extend system life and improve sealing reliability. The accelerated life test method of flexible graphite composite–reinforced gaskets is established, the life distribution law of flexible graphite composite–reinforced gaskets is revealed, and the life prediction method of flexible graphite composite–reinforced gaskets with different allowable leakage rates is proposed, which can provide a reference for the life prediction of other types of gaskets.

In this study, flexible graphite composite–reinforced gaskets were tested for long-term high-temperature sealing performance on a multi-sample gasket accelerated life test rig. The data were also analyzed using the least squares method and the K-S hypothesis calibration method. A gasket time-dependent leakage model and an accelerated life model were also developed. Constant stress-accelerated life tests were conducted on flexible graphite composite–reinforced gaskets. On this basis, a gasket life prediction method at different allowable leakage rates was proposed.

The life distribution law of flexible graphite composite–reinforced gaskets is revealed. The results show that the life of the gasket obeys the Weibull distribution. The time-correlated leakage model and accelerated life model of the gasket were established. And the accelerated life test method of the flexible graphite composite–reinforced gasket was established. The life distribution parameters, accelerated life model parameters and life estimates of gaskets were obtained through tests. On this basis, a gasket life prediction method under different leakage rates was proposed, which can be used as a reference for other types of gaskets.

The research in this paper can better provide guidance for the use and replacement of gaskets in the project, which is also very meaningful for predicting the leakage condition of gaskets in the bolted flange connection system and taking corresponding control measures to reduce energy waste and pollution and ensure the safe operation of industrial equipment.

A multi-specimen gasket-accelerated life test device has been developed, and the design parameters of the device have reached the international advanced level. The life distribution law of the flexible graphite composite–reinforced gasket was revealed. The accelerated life test method for the flexible graphite composite–reinforced gasket was established. The life prediction method of the flexible graphite composite–reinforced gasket under different allowable leakage rates was proposed.

The peer review history for this article is available at: https://publons.com/publon/10.1108/ILT-08-2023-0254/

Drawing on the job demands-resources (JD-R) model, the authors examine how working in the hybrid workplace model (telework and flexible work) affects job performance via the intervening role of work engagement.

The authors adopted a quantitative approach and collected data from 277 employees working in universities in Nigeria. Partial least square structural equation modelling was used to analyse the data and test the hypotheses.

The findings reveal that flexible work, not telework, has a significant and positive effect on job performance. It also emerges that flexible work positively affects work engagement, and work engagement significantly mediates the relationship between flexible work and job performance. However, the findings do not support the effect of telework on work engagement and the mediating role of work engagement in the proposed relation between telework and job performance.

The paper provides fresh insights by linking the components of the hybrid workplace model with job performance and employee work engagement and extending the JD-R model to the hybrid workplace setting. The practitioners can benefit from the findings of this study by factoring in the importance of the hybrid workplace model in designing policies and procedures to promote job performance.