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The Basics of Home Office (Re)institutionalisation from the Perspective of Experiences from the COVID-19 Era

Author

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  • Janusz Rymaniak

    (Faculty of Business, WSB Merito University in Gdańsk, 80-266 Gdańsk, Poland)

  • Vida Davidavičienė

    (Department of Business Technologies and Entrepreneurship, Vilnius Gediminas Technical University, LT-10223 Vilnius, Lithuania)

  • Katarzyna Lis

    (Department of Labour and Social Policy, Poznań University of Economics and Business, 61-712 Poznań, Poland)

Abstract

After COVID-19, the dynamics of home office development slowed down. According to the experiences of major companies, the problem is “fluctuating”. Research from the pandemic era covers various aspects and fails to present the concept of synthetic developmental conditions. Therefore, the issue of extending the organisation to home spaces was undertaken, identifying the determinants of the sustainable development of workplaces and organisations. The key is to create sustainable work systems, i.e., adapted to the environment, while being creative, critical, and productive. This study aims to establish the cultural determinants of home office development based on empirical research from the perspective of neo-institutionalism. For this purpose, the institutional logics were subject to operationalisation and the co-dependencies of metalogics with the types of organisational cultures assumed in the Cameron–Quinn OCAI model were established. The information was collected in a CAWI survey. The presented research procedure constitutes a methodical innovation. The results demonstrate a trend of changes in the dominating types of organisational culture from market control to cooperation and creation with a stimulating role of professional logics (occupation, organisation) from the perspective of working from home which brings sustainable management and business models. There is a subtle role of home logic and low employee readiness level. The adapted cultural approach demonstrates that increasing effectiveness of home office solutions requires development of integrated practices, which consider this type of work as separate and specialised. The past corporate failures and spontaneous methods cannot serve as grounds for strategies (long-term solutions). However, the research demonstrates a low level and limited range of employee impact on the organisational culture. It also indicates the need for additional analyses to determine the concept of designing workplaces in the Sustainability–Harmonisation trajectory.

Suggested Citation

  • Janusz Rymaniak & Vida Davidavičienė & Katarzyna Lis, 2024. "The Basics of Home Office (Re)institutionalisation from the Perspective of Experiences from the COVID-19 Era," Sustainability, MDPI, vol. 16(9), pages 1-17, April.
    • Handle: RePEc:gam:jsusta:v:16:y:2024:i:9:p:3606-:d:1382834
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    References listed on IDEAS

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    1. Joseph Crawford, 2022. "Working from Home, Telework, and Psychological Wellbeing? A Systematic Review," Sustainability, MDPI, vol. 14(19), pages 1-16, September.
    2. Alfred M. DOCKERY & Sherry BAWA, 2018. "When two worlds collude: Working from home and family functioning in Australia," International Labour Review, International Labour Organization, vol. 157(4), pages 609-630, December.
    3. Chiara Costa & Michele Teodoro & Carmela Mento & Federica Giambò & Carmen Vitello & Sebastiano Italia & Concettina Fenga, 2022. "Work Performance, Mood and Sleep Alterations in Home Office Workers during the COVID-19 Pandemic," IJERPH, MDPI, vol. 19(4), pages 1-12, February.
    4. Jun Yu & Yihong Wu, 2021. "The Impact of Enforced Working from Home on Employee Job Satisfaction during COVID-19: An Event System Perspective," IJERPH, MDPI, vol. 18(24), pages 1-22, December.
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