Exploring essential features of hybrid work in a German corporate and implications for the wider corporate context

The shift towards hybrid work, accelerated by the COVID-19 pandemic, has triggered significant organisational change. However, there remains limited understanding of what constitutes effective work from home within hybrid patterns and which features influence it. This doctoral study addresses these gaps by exploring how general managers, HR professionals, and employees perceive the essential features of effective hybrid work, and how their perspectives align or diverge. The aim is to develop a practical framework for structuring hybrid work models that balance organisational requirements with employee needs.
A qualitative single case study was conducted within a German bank where hybrid working, initially introduced during the pandemic, was later deliberately maintained. The study is grounded in social constructionism, recognising that hybrid work is interpreted differently by various organisational actors. Eighteen participants from management, HR, and employee groups were selected through purposeful sampling and interviewed using semi-structured methods. Reflexive thematic analysis enabled a detailed, iterative exploration of key themes.
A core contribution is the development of structured autonomy, a conceptual framework that captures the balance between organisational imperatives and individual flexibility. The study identifies both commonalities and differences in how the three target groups understand effective hybrid work, highlighting areas of alignment as well as tensions and trade-offs. While all groups broadly support hybrid work for its flexibility, autonomy, and efficiency, challenges remain—particularly around expectations for office presence, collaboration, and visibility.
The study offers practical implications for organisations designing hybrid work models. By integrating the perspectives of multiple stakeholder groups, it provides evidence-based recommendations for frameworks that support both strategic alignment and employee expectations. HR professionals are positioned as cross-functional enablers in this process.
Ultimately, the study enriches academic and practical discourse by illustrating the complexity of hybrid work and the need for context-specific, strategically aligned implementation.