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During the COVID-19 pandemic, working from home (WFH) has become the norm for many employees and their families in Germany. Although WFH has been suggested as a form of flexible work to foster work–life integration (especially for workers with greater care responsibilities), studies have also pointed to its risks when the boundaries between these two life spheres become blurred. To help disentangle these inconsistent findings in relation to work–family conflict, this study focuses on two main concerns: the relevance of additional forms of flexibility for those who work from home (i.e., temporal flexibility, job autonomy, fixed rules about availability) and the implications of WFH for employees’ social relationships with co-workers and supervisors. Based on linked employer–employee data collected in the spring of 2021, the study examined work-to-family conflict (WFC) and family-to-work conflict (FWC) among a sample of 885 employees who worked from home. The results indicate that three factors – temporal flexibility, job autonomy, and fixed rules about availability as a way to set boundaries between work and family life – are important predictors of fewer work–family conflict. This equally applies to employees with caring obligations who overall experience more work–family conflicts while WFH. For those who cared for relatives, autonomy contributed even to fewer work–family conflicts. Supportive relationships with supervisors and co-workers are certainly directly beneficial when it comes to avoiding conflict, but they also reinforce the positive implications of flexible work, whereas poor relationships counteract the benefits of such flexibility. Thus, employers need to provide additional forms of flexibility to employees who work from home and should pay attention to social relationships among their employees as a way to support families and other individuals.

In this chapter, the authors study work from home (WFH) and work from office (WFO) formats using institutional logic. Four start-ups in India have been studied using qualitative interview data reflecting their transition to WFH during the COVID-19 crisis and subsequent nationwide lockdown. Institutional logics is the framework drawn upon to enhance our understanding of the phenomenon. While conceptualising institutional logics in the context of WFH and WFO, the authors discuss the implications of WFH for both entrepreneurs and entrepreneurship. Finally, it is proposed that hybrid workspaces may be the way for the future.

COVID-19 has changed the landscape within which we travel. Working from Home (WFH) in many countries has increased significantly, and while it was often forced on a society it has delivered some unintended positive consequences associated in particular with the levels of congestion on the roads and crowding on public transport. With a likelihood of some amount of WFH continuing as we move out of the active COVID-19 period, the question being asked is whether the post-COVID-19 period will return the pre-COVID-19 levels of traffic congestion and crowding. In many jurisdictions, there is a desire to avoid this circumstance and to use WFH as a policy lever that has appeal to employees, employers and government planning agencies in order to find ways of better managing future levels of congestion and crowding. This chapter uses the ongoing research and surveys we have been undertaking in Australia since March 2020 to track behavioural responses that impact on commuting and non-commuting travel, and to examine what the evidence tells us about opportunities into the future in many geographical settings to better manage congestion and crowding. This is linked to a desire by employers to maintain WFH where it makes sense as a way of not only supporting sustainability charters but also the growing interest in a commitment to a broader social licence. We discuss ways in which WFH can contribute to flattening peaks in travel; but also the plans that some public transport authorities are putting in place to ensure that crowding on public transport is mitigated as people increasingly return to using public transport. Whereas we might have thought that we now have plenty of public transport capacity, this may not be the case if we want to control crowding, and more capacity may be needed which could be a challenge for trains more than buses given track capacity limits. We conclude the chapter by summarising some of the positive benefits associated with WFH, and the implications not just for transport but for society more widely.

This chapter examines the extent to which Working from Home (WfH) affects the temporal alignment of work and private life, i.e., the consideration of personal and family interests in work scheduling, for male and female employees with and without children. A distinction is made between telework that is formally recognized home working time by the employer, and informal overtime at home that is not recorded. It is argued that while the first represents a job resource, by increasing flexibility in work scheduling, the latter constitutes a job demand, which hinders the consideration of personal and family responsibilities in work time planning. Due to differences in status beliefs, identification and the distribution of childcare, gender gaps as well as differences according to family responsibilities are predicted in these associations. Using data from the German BIBB/BAuA Employment Survey 2018, the temporal alignment of work and private life is found to be positively associated with telework, particularly so for men, and negatively associated with informal overtime at home, particularly so for women. While mothers do not benefit from telework during regular working hours in particular, they have the worst temporal alignment of work and private life when they work informal overtime at home.

This study extends work from home (WFH) literature by recasting WFH performances that emphasise agents’ manipulation of scene. Drawing on the dramatist paradigm, the study uses Burke’s pentadic criticism to code the social media application Pinterest’s ‘work from home’ and ‘home office’ pinboards for act, agent, agency, scene, and purpose. Pinterest is a social media application that users post pins (images with verbal tags and link to external sites, especially blog sites) and collect pins by subject on an electronic pinboard, which other users can like, follow, and share. Analysis of WFH pins reveals that the agent–scene ratio saturates pins emphasising the agency of WFH agents to control their scenes or home office spaces. The idealism of the agent–scene ratio in pins further demonstrates an unrealistic approach to popular culture’s shift to WFH and a romanticisation of WFH as idyllic working conditions. Scripts for employees and employers are explored to equip them with the rhetorical resources to more closely align their agent–scene ideals with the scene–agent realities.

The COVID-19 pandemic accelerated the adoption of working from home (WFH), which contributed to widespread loneliness at a global level. Drawing on the theory of social exchange, this chapter examines how WFH, masculinity contest culture (MCC) at work, and co-worker support impact workplace loneliness. A theoretical model is developed, which adds to the scarce literature on workplace loneliness and MCC, while practical recommendations are also provided to enable organisational leaders and human resource practitioners to decrease workplace loneliness.

Women pursuing male-dominated careers face well-documented barriers to career success (e.g., stereotypes, sexual harassment, limited access to professional networks, and mentoring), which have the potential to be exacerbated or diminished by the increasing prevalence of work from home (WFH). In this chapter, the authors first review key career obstacles for women in male-dominated fields and analyse the impact of WFH on these barriers and, second, provide actionable strategies for organisations to implement WFH in a way that promotes rather than hampers the success of women in these fields. Both career obstacles and WFH remedies are considered through an overarching framework focussed on the significance of work–family boundary management, inclusion, and career advancement. Drawing on the extant research, the authors provide evidence-based, actionable guidance to help organisations and supervisors leverage WFH to support the career success of women in male-dominated careers.

Working-from-home (WFH) models represent one of several types of flexible work practices gaining ground in the context of the COVID-19 pandemic. Of particular interest is the increase in the use of digital technology platforms for work collaboration and communication. These have been largely well received in terms of their potential to mitigate disruptions to business activity and employee work life in the absence of in-person work contexts. Research indicates that the sales and adoption of many digital platforms have witnessed sharp increase since the advent of the COVID-19 pandemic. These have contributed to creating seamless organisational collaborations, shared access to electronic data and new organisational processes to mirror previous in-person work arrangements. Many organisational members have had to upskill at rapid rates to catch up with these developments. Despite the benefits to employees, managers and organisations in terms of facilitating continued remote work, we illuminate the hidden inequities within this work model and highlight the unintended consequences from the standpoint of gender, race and the digital divide. We identify key aspects of WFH that represent underlying factors which create conditions for inequities and illustrate these with a case study. Additionally, we analyse the role of technology as a platform for WFH, noting impacts on employee well-being, team dynamics, as well as manager-employee relations. We conclude by raising implications for managers, offering recommendations to rebalance the inequities identified, such as developing an inclusive organisational culture, creating systems to access and evaluate employee feedback as well as developing appropriate response mechanisms that support particularly vulnerable groups.

The global pandemic has introduced a new normal as work–life integration (WLI) and work from home (WFH) have become a necessity rather than a nicety. This chapter explores the stories of women globally on WLI issues and offers a strategic framework for WFH that traces theoretical progressions while proposing a new perspective. This chapter is grounded in qualitative and phenomenological research, conducted by the Work–Life Integration Project, comprising findings from over 600 interviews collected from women around the world, including Costa Rica, India, Iran, Nigeria, Norway, Sri Lanka, Uganda, and the United States. These global narratives detail life experiences from childhood and adulthood to future goals using a life course methodology. A new best-practice framework emerged from these findings which provides tools for WLI and WFH: being whole, being innovative, and being real. These mechanisms stem from the evolution of work–life balance theory and practice, starting with Systems Theory, Life Course Framework, Life Stories and Gender Role, and Strategies for Life Balance. This chapter explores a new Life Integration Framework and how it may provide individuals worldwide with the knowledge and strategies necessary towards developing a more personalised ‘ideal’ and therefore increased hope and prosperity for the post-COVID world.