THE HYBRID WORK PARADOX: QUANTIFYING PRODUCTIVITY GAINS AND ORGANIZATIONAL CULTURE FRAGMENTATION

Abstract

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The current paper deals with the issue of a hybrid work paradox, when the hybrid work model that presupposes a combination of remote work and in-office work has its impact on the organizational culture and productivity. The issue of the study is the two-sidedness of hybrid work as it may both potentially be more productive and a problem in terms of maintaining an organizational culture. It was decided to use the mixed-methods approach that involved the survey of 300 employees and the interview of 20 managers who work in different industries. The valuable findings suggest that hybrid working positively affects the personal productivity of the employees to an important extent and 75 percent of them report being more productive. However, it also causes the organizational culture fragmentation because 60% of the managers said that the communication and cooperation in the hybrid teams were worsened. The research results have implications on organizations and they show that despite the benefits of hybrid work to organizational productivity, it requires approaches which are strategic to make sure that organization culture is not undermined and this involves regular team building and better communication technology. The study is useful to the management sciences since it introduces empirical evidence of how complex hybrid work is.