The Relationship between Smart Working and Workplace Social Capital: An Italian Case Study on Work Sustainability

Chiara D’Angelo (), Alice Negro and Irene Cassarino
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Chiara D’Angelo: Psychology Department, Università Cattolica del Sacro Cuore, 25121 Brescia, Italy
Alice Negro: Psychology Department, Università Cattolica del Sacro Cuore, 25121 Brescia, Italy
Irene Cassarino: The Doers SRL, 10121 Torino, Italy

Sustainability, 2024, vol. 16, issue 14, 1-14

Abstract: The post-pandemic era is characterized by the diffusion of smart working. A review of the scientific literature reveals studies that deepen the understanding of how smart working is linked to people’s well-being. Meanwhile, the literature refers to social capital within organizations as working social capital (WSC) and highlights its different dimensions, which have repercussions on both individual and organizational levels. The present study aims to investigate the relationship between these two constructs. The chosen methodology is a case study of an Italian company (“the Company”). The case study methodology does not aim to generalize results, but rather to provide a detailed and in-depth analysis of a specific context and process. The tool used is a semi-structured interview with all 13 members of the Company. The interviews were examined via thematic analysis. Data analysis was conducted using the software NVivo and both a top-down process from theoretical references and a bottom-up process following the IPA technique. Several themes emerged. The main benefits include flexible work schedules and locations, increased autonomy and comfort, work–life balance, well-being, higher productivity, and efficiency. On the other hand, the main difficulties include social isolation, lack of human contact, increased stress, overwork, the absence of fruitful informal relationships, and the uneasy inclusion of juniors. The impact of these changes on the workplace social capital of the Company is related, in both positive and negative ways, to the bonds between colleagues and clients, employees’ sense of belonging to the Company, new employee engagement, and the need for casual informal relations. From the interviews also emerged how smart working is closely linked to environmental sustainability (reduced pollution) and governance (reduced costs of commuting and workspaces). Introducing the relationship between smart working and WSC broadens the perspective to include social sustainability (physical and mental health, well-being and quality of life) as well. The challenge awaiting companies around the world is to establish a balance between smart working and protecting the dimensions of social capital.

Keywords: smart working; workplace social capital; social sustainability (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2024
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