Abstract
|
The return to a state of relative organisational stability, post Covid, has seen the emergence of hybrid working as the most common work arrangement for knowledge workers (Hopkins & Bardoel, 2023). Hybrid working is an emerging field and this research aims to make a contribution to knowledge in this field by asking how does organisational design influence the models of hybrid working? To try to answer this question we undertook a comparative case study approach with two organisations, with different organisational designs and operating different models of hybrid working. We interviewed one leader, three managers and one worker from each organisation. Adopting the approach of Siggelkow, (2007), in this paper we present these two case studies to illustrate potential causal relationships and explore the interplay between each organisational design and draw insights from this to explain how each organisation developed and implemented the model of hybrid working they had in place in February 2023. |