Abstract
This article investigates the challenges of navigating the adoption of remote and hybrid working for large organizations with diverse functions. Focus groups with employees of the UK business of a multinational organization identify conceptual contributions to the sociology of work and employment and empirical findings in the context of the COVID-19 pandemic that inform future policy and practice. Location-based flexible working has a potential unintended ‘ripple’ effect wherein application of individual-level flexibility has wider-reaching consequences throughout the organization. Findings emphasize that organizations need to recognize and respond to new realities of location-based flexibility. Management must navigate potential ‘ripples’ in the development of flexible working policies and practice, shaped by various tensions, including an overarching autonomy–control paradox. This requires a coordinated approach centred on ‘inclusive flexibility’ and ‘responsible autonomy’ that involves moving away from one-size-fits-all strategies towards a tailored approach offering employees choice, agency and voice in decision-making, while accommodating different stakeholder needs.
Original language | English |
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Pages (from-to) | 1-24 |
Number of pages | 24 |
Journal | Work, Employment and Society |
Early online date | 19 Sept 2023 |
DOIs | |
Publication status | E-pub ahead of print - 19 Sept 2023 |
Keywords
- Autonomy
- Flexible working
- Hybrid work
- Remote work
- Ripple effect
- Tensions
- Voice
- Wellbeing
- Well-being
- Work-life balance
- Workplace location