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Digitalization and flexibility of workplaces as aspects of new ways of working are associated both positively and negatively with employees’ well-being. However, the mechanisms behind this relationship are not clear yet. We present work intensity as a link between new ways of working and psychological well-being. Furthermore, we address two job resources to alter this association: autonomy and boundary control.

Overall, 1,099 employees of a public administration organization participated in the survey and answered a web-based questionnaire. The organization was in the transition to new ways of working including the introduction of a digital filing system and remote work.

The results of regression analyses provided evidence that flexibility and dissolution of boundaries were positively related to work intensity, which in turn was associated with emotional exhaustion and work engagement. Thus, new ways of working were negatively associated with psychological well-being, mediated by work intensity. Further analyses revealed that the job resources of autonomy and boundary control moderated the relationship between flexibility respectively dissolution of boundaries with work intensity. Thus, these job resources acted as buffering factors and mitigated the association of new ways of working with work intensity.

The results indicated that work intensity could be perceived as a conceptual bridge between new ways of working and psychological well-being providing a promising target variable for the deployment of job resources to preserve employees’ well-being.

We explore the benefits and challenges for organisations using hybrid working practices post-pandemic. We focus upon the non-profit English social housing sector; however, this research is relevant to any organisation adopting hybrid working practices. The implications for productivity and performance management of hybrid practices are currently not well understood.

Within this Reflective Practice work, we apply a dual-theoretic lens to a new Ways of Working tool and adopt a mixed methods approach. First scoping interviews were conducted with senior managers possessing strategic knowledge of their organisations’ approaches to hybrid working. Secondly, a large-scale survey was administered to evaluate employees’ perceptions of hybrid working, including their concerns for future impacts.

Our data identify several benefits and challenges associated with hybrid working. Reclaimed commuting time was deemed a positive benefit, alongside greater personal time, work-life balance and (for the majority) less-interrupted workspace. Challenges were identified regarding the transparency of staff reward and recognition, the potential for masked burnout and purposeful team communication.

Due to the unique context of the pandemic and widespread, but sudden adoption of home- and hybrid working, this study can be taken as a snapshot in time as organisations recalibrate the consequences of new ways of working.

Despite hybrid working having been possible for decades, many articles describe typical benefits (e.g. less commuting time) and challenges (e.g. organisational culture) without fully understanding productivity and performance implications. To explore this, we extend Palvalin et al.’s (2015) Tool by establishing a theoretical foundation through the conservation of resources theory and practice theory.

This study focuses on the work from home experiences of professional, middle and upper middle class married women with children in India during the COVID-19-induced lockdowns. This study aims to examine the experiences of changing nature of work and gendered realities of work–life balance for working mothers while working from home during the pandemic.

Semi-structured interviews were conducted with eight working mothers at three different time points during the lockdown in the city of Hyderabad in India.

A thematic analysis revealed changed work practices that required adapting, reinventing and reimagining new ways of working. This was time consuming albeit a satisfying experience for working mothers. At the same time, the blurring between home and work meant working mothers were operating without an off button.

The findings show that the existing gender inequalities in sharing the domestic burden unravelled fast in the absence of support structures.

The authors give voice to the lived experiences of working mothers of managing both work and home and how they navigated challenges during the lockdown.

This study aims to develop the understanding of learning processes related to the new ways of interacting in the enforced digital workplace over time.

A multiple, longitudinal case study of knowledge-based workers in three firms located in Sweden has been conducted from March 2020 to March 2023. In total, 89 interviews with 32 employees in three knowledge-based firms have been collected.

The study shows how the intricate interaction between rules and norms for interaction and work must be renegotiated as well as un- and relearned when the physical work environment no longer frames the work context. Furthermore, technology can be viewed as both an enable and a barrier, that is, technology has enhanced collaboration between organizational members yet also created social difficulties, for example, related to communication and interaction. The study emphasizes that individuals learned through trial and error. That is, they tried behaviors such as translating social interactions" to a digital arena, appraised the outcomes and modified the practices if the outcomes were poor.

The present study does have several limitations. First, it is based on interviews with respondents within three organizations in Sweden. To broaden and deepen the understanding of both organizational and learning, future studies can contribute by studying other contexts as well as using a mixed method approach in other countries.

Results from the study can provide a practical understanding of how the rapid change from working at the office to working from home using digital technologies can be understood and managed.

Contributions include combining interaction order and un- and relearning among organizational employees. This insight is important given that the rapid digital transformation of our society has changed how work is performed and how the future workplace will be both structured and organized.

This paper identifies the value of Indigenous processes in developing a reciprocal working relationship between a Pasifika grass roots community organisation, Pasifika Church and an Australian university. The focus is on the capacity of Indigenous methodologies to authentically attain equity, diversity and inclusion, during the development of stakeholder partnerships, particularly when there are power and resource imbalances between parties.

This paper is about the process of how Pasifika methodologies, namely talanoa, e-talanoa and teu le va, were used to create positive reciprocal relationships in a culturally grounded manner. The outcome was an agreement of the three stakeholders, the Pasifika Church, the Pasifika organisation and a tertiary institute to work together on a community educational and training project.

The agreement by all parties to adopt Indigenous methodologies from inception enabled the process to be community-led in a culturally safe manner. Critically, these cultural processes established a foundation of trust, expanding possibilities for shared work and projects. For migrant communities, the advocacy and employment of cultural methodologies can empower them through negotiations to maintain their sovereignty over their Indigenous knowledge and priorities. Similarly, it is important for universities and mainstream organisations not only to acknowledge power imbalances and to support community-led priorities but also to cede power around processes of negotiation and discussion.

This is an experience of four organisations working together. It is uncertain whether the same outcome could be attained with other organisations, personalities and cultural groups.

The same principles may be harnessed for other migrant communities, allowing for their cultural practices to inform the ways in which stakeholders work together as opposed to the often-dominant euro-centric practices of the West. It is a deliberate effort that privileges Indigenous ways of being, knowing and doing.

Migrant communities that perhaps may be subject to the more Western dominant environment are empowered to use their cultural frameworks to create an equal ground with government, tertiary and not-for-profit stakeholders.

This article is one of the first in Australia to document how talanoa, e-talanoa and teu le va were used to develop a working partnership in a culturally grounded manner to uphold the sovereignty of grassroots Indigenous organisations. This strengthens relationships between migrant communities and mainstream organisations. It outlines Pasifika protocols and successful use of equitable decision-making, led by a grassroots community organisation, a Pasifika Church, whilst liaising with a multi-campus university.

The study aims to examine how organizational socialization occurs for interns transitioning from onsite to telecommuting work, particularly in a context where traditional supports have been reduced due to the pandemic.

Drawing from interviews (n = 22) of undergraduates interning at advertorial and marketing firms, the study conducted a thematic analysis of workplace learning experiences of undergraduate interns─newcomers at the workplace when disruption of traditional ways of performing work activities occurred. In particular, the enforced telecommuting work-from-home arrangements due to the pandemic provided a unique setting for this study of internship learning in changing contexts. The analyses reveal differences in undergraduate interns’ experiences of organizational socialization when they were at the physical workplace as compared to when they had to work remotely.

Interns reported benefitting from structured onboarding, supportive peer systems, and regular face-to-face meetings with supervisors, which facilitated their socialization and understanding of workplace culture before the pandemic. However, as telecommuting became the norm during the pandemic, these experiences shifted. Interns adapted by engaging in digital interactions to mirror office dynamics, extending work hours due to blurred work-life boundaries, and independently seeking information in the absence of direct guidance. When adapting to digital communication and independent learning, interns faced challenges like longer working hours and reduced spontaneous interactions, indicating a preference for the traditional, in-person socialization methods of the pre-pandemic workplace.

This study provides insight into interns’ experiences during the global shift to hybrid work as a result of the pandemic, contributing fresh insights into organizational socialization processes amidst workplace disruptions. The conclusions offer valuable implications for future adaptive onboarding practices in educational and professional settings.

Effective use of data across public health organisations (PHOs) is essential for the provision of health services. While health technology and data use in clinical practice have been investigated, interactions with data in non-clinical practice have been largely neglected. The purpose of this paper is to consider what constitutes data, and how people in non-clinical roles in a PHO interact with data in their practice.

This mixed methods study involved a qualitative exploration of how employees of a large PHO interact with data in their non-clinical work roles. A quantitative survey was administered to complement insights gained through qualitative investigation.

Organisational boundaries emerged as a defining issue in interactions with data. The results explain how data work happens through observing, spanning and shifting of boundaries. The paper identifies five key issues that shape data work in relation to boundaries. Boundary objects and processes are considered, as well as the roles of boundary spanners and shifters.

The study was conducted in a large Australian PHO, which is not completely representative of the unique contexts of similar organisations. The study has implications for research in information and organisational studies, opening fields of inquiry for further investigation.

Effective systems-wide data use can improve health service efficiencies and outcomes. There are also implications for the provision of services by other health and public sectors.

The study contributes to closing a significant research gap in understanding interactions with data in the workplace, particularly in non-clinical roles in health. Research analysis connects concepts of knowledge boundaries, boundary spanning and boundary objects with insights into information behaviours in the health workplace. Boundary processes emerge as an important concept to understand interactions with data. The result is a novel typology of interactions with data in relation to organisational boundaries.

This study explored one form of remote working – work from home – to understand the impact of work disruptions on workers and human resource management (HRM) practice and therefore how to adapt to future crises. Specifically, the purpose is to understand the impact of events on employees when they are forced to move back and forth (yo-yoing) between work from home and a central office, using the case of Perth, Western Australia (WA).

Thirty-nine interviews with leaders, managers and co-workers working in private and public organisations suggest that forced changes to work arrangements affect job content and demands, well-being and potentially career trajectories.

The authors critically applied and developed the tenets of event system theory (EST) (novelty, disruption and criticality) by analysing an ongoing or “long” event rather than a discrete or time-limited one. The study found that the work-from-home experience influenced the individual perception of whether remote working would suit employees in the future, potentially influencing career paths. In addition, the selection of locations to live, preferred properties (e.g. home office space) and access to services (e.g. broadband infrastructure) has also become dominant features of work decisions.

While the study generated rich data, it is not without limitations. The participants were from one Australian state which may not reflect the COVID-19 experiences of other jurisdictions. In addition, the participants were mostly female so this may offer a different perspective than a more gender-balanced sample. The study was limited to the perspectives of employees and middle managers.

The authors note three areas of implications for practitioners. First, the findings suggest that strong organisational and HRM support assists employees to cope well with change. Second, the importance of technological and social preparedness in improving employee experiences highlights the role of HRM in job design. Third, it is key that salient events are recognised as potential determinants of career pathways.

The evidence from this research broadens the application of EST showing that forced flexibility has an influence on work arrangements by influencing a series of changes in features of work and experiences of employees. As such, this impacts employee's well-being and potentially future career decisions.

The purpose of this paper is to explore the various forms of organizational and team-level actions that were perceived to be helpful or not helpful by employees as they navigate the hybrid work arrangements and how these had an impact on their work behaviors and experiences. This research utilized Bronfenbrenner's ecological systems theory as framework.

The exploratory study used a qualitative approach in gathering data via online survey from a total of 45 Filipino employees working in a hybrid work arrangement for at least three months. The analysis utilized both inductive and deductive methodologies in examining the data. Inductive thematic analysis was used in coding the data based on the participants' responses, while the deductive approach ensured that the themes are aligned with the research questions and reflect the different systems within Bronfenbrenner's EST (1986).

Results surfaced helpful organizational (e.g. provision of work tools, financial assistance, supportive policies and engagement and wellness initiatives) and team level actions (i.e. use of technology-based communication tools, open virtual door policy, effective performance management system, employee care practices and team engagement activities). Actions that were perceived as not helpful include inadequate technological infrastructure, poor communication, insufficient training, punitive policies/practices and leadership issues at the organizational level as well as unresponsive colleagues and ineffective implementation of policies/processes at the level of teams. Employees reported being able to build on savings, becoming more productive and having greater work–life balance amid hybrid work. However, they continue to be challenged by blurred boundaries and inability to disconnect from work similar to when work was done remotely and now with sustaining momentum given the shifts on where they do their work.

The findings of this study may guide programs and initiatives of human resource management practitioners and organizational leaders as they support employees in navigating through hybrid work.

The research expands extant knowledge on practices and experiences in hybrid work (Gifford, 2022). It also contributes to studies on human resource management that are nuanced based on where work is performed (Ng and Stanton, 2023) or with emerging work arrangements.

By utilizing boundary theory and distraction–conflict theory, this study attempted to examine the influential process of supportive teleworking practices granting work scheduling autonomy on work-to-family conflict (WFC) via the mediating mechanism of work interruption initiated from home.

The study conducted two-wave online questionnaire survey to obtain a final sample of 277 remote knowledge workers in Taiwan during the peak period of COVID-19 pandemic. Hypotheses were tested with partial least squares-structural equation modelling using SmartPLS 3.0 software.

The results revealed that supportive teleworking practices did not directly decrease the level of WFC while home-sourced work interruptions fully mediated the negative relationship between supportive teleworking practices and WFC.

This provides a more nuanced explanation for how and why supportive teleworking practices are beneficial for employees to cope with the challenge of work–home interferences under the new ways of working. The findings simultaneously address evidence-based practices to better deal with mandatory teleworking during potential societal crisis beyond the COVID-19 pandemic.