Managing sustainable hybrid working: an institutional and paradox perspective

Pascale Peters and Ruud Gerards

Chapter 8 in A Research Agenda for Flexible Working Arrangements, 2025, pp 119-136 from Edward Elgar Publishing

Abstract: Institutional pressures (coercive, normative, mimetic) have fuelled the evolution of hybrid work, which has led to boundaries within and between organisations becoming more blurred. In view of growing availability pressures, we argue that to make hybrid working more sustainable for all parties, managing the concomitant autonomy–coordination paradox (or boundary–control paradox) has become increasingly important. This requires both formal and informal coordination, e.g., a multi-level, multi-stakeholder dialogue. We posit that dialogue can take place under a lucky star, as research so far shows many hybrid-working outcomes to be beneficial for multiple parties. However, as post-pandemic research on the long-term effects of hybrid work and its many derived work–life choices, such as digital nomadism, urban flight, and (co)workation, is still limited, we outline a research agenda for managing boundary-control paradoxical tensions and sustainable hybrid working.

Keywords: Boundary management; Dialogue; Hybrid working; Institutional pressures; Paradixical tensions; Urban flight; Workation (search for similar items in EconPapers)
Date: 2025
ISBN: 9781035317615
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