A socio-technical framework for investigating hybrid work in non-profit organisations: a UK case study

In recent decades, the many challenges triggered by unprecedented socioeconomic, geopolitical, and unexpected events have exacerbated the changes in the world of work. Hybrid work represents further theoretical and empirical advancements in the footsteps of remote, flexible, agile, and smart working phenomena. Hybrid work represents a two fold modality of work in which some days working “in presence” (employer’s workplace) and other days working “remotely” (outside the employer’s workplace) are combined. Many scholars have debated the future of work investigating the adoption and implementation of hybrid working. Some researchers have analysed this phenomenon in different sectors, considering the potential impacts on workers, at managerial and organisational levels. However, room for further investigation refers to hybrid work in non-profit organisations (NPOs), given the typical peculiarities and preconditions of such an organisational form. NPOs belong to the broader non-profit sector (NPS), ranging from tertiary and non-governmental organisations, including foundations, philanthropic, and volunteer entities. Although NPOs apparently operate like any other organisation, they differ significantly in their unique nature based on the primacy of nonfinancial outcomes and the absence of incentives to increase productivity. In addition, NPOs are becoming increasingly important in a globalised world, considering their involvement in supporting society in overcoming unprecedented socioeconomic and geopolitical challenges. Accordingly, it is likely that NPOs have undergone many challenges in terms of work overload from increased demand by the NPO’s consumers (consider the additional effort to support society during the pandemic of COVID-19). Based on these assumptions, this work-in-progress contributes to advancing a discussion on hybrid work through a single case study based on an NPO operating in the United Kingdom. To closely investigate hybrid work in NPOs, this study draws on the recent literature examining the DT process of NPOs, given the strong relations between the two phenomena. At the same time, a socio-technical perspective is adopted to develop a preliminary understanding of how the NPO redesigned work practices changing workplaces during COVID-19. Implications, limitations, and future steps are discussed.