Smart working as an organisational process or as a social change? An Italian pandemic experience

In: Employee relations, Band 45, Heft 3, S. 677-703

Abstract

PurposeAlong the coronavirus pandemic, huge business challenges are facing as a result of collapsing customer demand and organisational significant changes supported by digital development, while the increasing social and environmental needs involve business and individuals. The authors argue that this trend is modifying organisational and market logic, replacing them with values and practices linked to community-based models. The present work aims to study the impact that smart working (SW) has on the worker, seen both as a member of the organisation and the social community.Design/methodology/approachThe study data were collected from a computer-assisted web interview administered in 2020 to public employees working for health agencies across the Campania region, in South Italy. To test the conceptual model, partial least squares-structural equation modelling is used. Considering the abductive soul of the research, the study represents a pilot survey that will deliver stochastic results to be subsequently replicated in all Italian health agencies.FindingsThe results of the research highlighted how the evolutionary dynamics of SW employees tend towards a reconceptualisation of workspaces, a redefinition of time and emotions and a better balance between work and personal life, thus creating a greater space for social and community aspects and determining a greater involvement in their working life.Originality/valueThis research introduces a new win-win logic in the labour market, one capable of generating advantages for people, organisations and the entire social system by allowing workers to better reconcile working times with their personal needs and with flexibility demands coming from companies.