Evolution of post-pandemic work practices in supply chain-related professions

Purpose Drawing on the theory of dynamic managerial capabilities and The Culture Map, this paper explores the evolution of working practices in supply chain management, post the COVID-19 pandemic. The research aims to investigate the challenges and difficulties encountered by supply chain managers, alongside the working requirements of employees and prospective employees. Design/methodology/approach The empirical study examines the organization of the hybrid work model in companies across three countries: Japan, France and Colombia. Qualitative data collected from 18 managers are employed to analyze the implementation of hybrid work practices in supply chains in the post-COVID era. Findings The results suggest that the hybrid model has been effectively developed across the three distinct professional and cultural environments. This flexible model consequently supports the development of a tailored human resource management approach, addressing the increasing demand from employees and prospective employees for hybrid working conditions that promote a balance between their professional and personal lives. Research limitations/implications The main limitation of this research lies in the generalizability of the results, as they are based on 18 case studies conducted in three countries: Japan, France and Colombia. Practical implications The hybrid model provides the flexibility to tailor work arrangements according to the needs of both the company and its employees, thereby fostering greater job satisfaction. Social implications The study highlights the importance of work-life balance and cultural adaptability in hybrid work models. It shows that flexible work arrangements can enhance job satisfaction and employee retention without compromising service quality. This suggests a shift toward more inclusive, personalized human resource practices and a global trend in adaptable work environments. Originality/value The study provides compelling evidence of the universal need for adaptability and work-life balance, irrespective of country. This flexibility appears to be compatible with employee productivity: supply chain managers report being either satisfied or very satisfied with the work delivered by employees.