Signals of support: flexible work for mutual gain

The great pretenders? Individuals' responses to threats to their remote worker identities

Introduction

This study aims to understand (a) how remote workers respond to threats to their identity and (b) the conditions in which each coping response tends to occur more frequently.

Methods

To this end, we pursued a grounded theory approach, conducting interviews with 71 individuals who chose to work remotely.

Results

Our model and theoretical propositions create insights into how remote workers respond to negative stigma from a range of origins. While some responses lead to restructuring the remote workers' identity (identity restructuring responses), others involve keeping the enactment of such identity (identity-preserving responses) or maintaining a paradoxical relationship between restructuring and preserving the identity (paradoxical identity work responses). We also theorise on the conditions under which each response is more likely to occur.

Discussion

We expand the predominant focus on the meso and macro aspects of this type of work to the micro-interactions in which these individuals engage, thus highlighting how identity is made, performed, created, and enacted, within specific boundary conditions. In addition, by reflecting upon remote workers' identity threats in light of the wider macro context. We also explore the conditions under which specific kinds of responses tend to emerge.

The intended and unintended consequences of remote working: Narratives from a sample of female public service managers in South Africa

The COVID-19 pandemic has affected the world of work. Stemming from this, new forms of work arrangements are proposed. One such arrangement concerns the use of remote working. Scholars appeal for more empirical inquiry into such work arrangements as an unintended consequence of the COVID-19 pandemic. The study narrows its focus to investigating remote working experiences from the lens of female middle managers operating within the South African public service. A qualitative research approach utilizing narrative inquiry of 23 female middle managers was used. Based on the analyzed data, remote working is illustrated from the participant experience as having intended and unintended consequences. In illustrating these dual consequences is a nexus between opportunities and challenges. Based on the identified intended and unintended consequences as findings, interventions have been proposed that impact not just the experience of being a middle manager in the public service but also strategies in dealing with remote working. At the core are strategies for individuals and organizations. These strategies potentially allow for middle manager contributions to be enhanced while also enhancing organizational outputs while working from home.

New Strategies to Explain Organizational Resilience on the Firms: A Cross-Countries Configurations Approach

Organizations need to develop their resilience to foster future success to survive complex environments. This research conducts a comparative analysis to understand firms’ strategies in a “black swan” event. We use the “strategy tripod” to operationalize resilience theory and explain the configurations or pathways that lead to high organizational resilience in a crisis context. The data correspond to 1936 firms drawn from the “Enterprise Survey 2020 for Innovation and Entrepreneurship in China (ESIEC)”, and to 66 Central American firms drawn from the “World Bank 2020 Enterprise Surveys” are also analyzed. The methodological approach fuzzy set qualitative comparative analysis (fsQCA) is applied. We discuss and analyze the strategies of companies in this “new normal”; our results establish that in the case of emerging economies, organizational innovation seems to be a necessary condition for becoming an organizational resilience to a black swan crisis (finding from both cases). We also found that labor flexibility and emotional intelligence for the case of firms from China, and adequate control of the turbulence environment for the cases of Central America, were also necessary conditions for each region. We further argue that digitalization depends on access to government support for its success. China reinforces its strategies in an intensification of human resources flexibility. In addition, they are better prepared for the “black swan” crisis, allowing them to adapt quickly and generate business model innovation to mitigate the effects of the pandemic in this “new normal.” In contrast, Central America needs rapid organization for organizational resilience.