Exploiting the hybrid work model in different organizational contexts: an analysis of Chinese and European firms behavior and a proposal for the future.

Abstract

After the spread of COVID-19 disease, severe restrictions were imposed on day-to-day activities of the population. Many Countries had to enter lockdown and, needless to say, this had a huge impact on how work-related activities were carried on, forcing organizations to adapt to hybrid forms of work. As regards to China, we know that the full lockdown period ended earlier than it did in Europe; this study investigates how this was made possible and how the Chinese Government chose to handle the consequences of the pandemic on work related policies. The comparison between the institutional framework of China and examples of conduct belonging to European Countries allows us to analyze different patterns of behavior and explore an ample casuistry on how human resources management policies were enacted. The aim of this dissertation is to offer a proposal on how to manage flexible working practices on the basis of the operating field of the firm and how it could be exploited in order to increase firms’ efficiency, along with employees’ level of satisfaction and loyalty towards the company. In doing so, this study also focuses on defining what the intrinsic nature of the hybrid work is and what impacting variables it is made of. The analysis stems from practical examples of real case studies coming from the experience of firms operating in different fields of interest.