Impacts of remote and hybrid work models

Research into remote and hybrid work models highlights a tension between organizational benefits and interpersonal connectivity. A study from the London School of Economics involving over 800 British firms suggests that success in these models depends on management quality rather than physical location. While flexible working can improve employee wellbeing, recruitment, and productivity, firms mandating a full return to the office have seen declines in collaboration and management satisfaction.

Further research published in the California Management Review indicates that remote environments may erode relational capital. A study of 760 employees at a multinational financial firm found that remote settings can weaken professional networks, as employees often prioritize individual tasks over supporting colleagues or onboarding new staff. This can lead to delays in communication, making new hires particularly vulnerable.

Despite these connectivity challenges, remote work remains prevalent. Data from the Brazilian Society of Telework and SAP HR Consultancy shows that 86% of surveyed managers maintain remote programs, with 40% intending to expand these models by 2027, driven by talent attraction and improved quality of life.