According to the analysis, WFH looks a tad of a double-edged sword in that it may have major but unintended repercussions for institutions, and organizations as well as hidden, positive as well as negative consequences for individuals/employees.
Authors
Anirudh Agrawal, Associate Professor, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India.
Ritika Chopra, University School of Management Studies, Guru Gobind Singh Indraprastha University, Sector 16C, Dwarka, New Delhi, India; Jagan Institute of Management Studies, Sector 5, Rohini, India.
Gagan Deep Sharma, University School of Management Studies, Guru Gobind Singh Indraprastha University, Sector 16C, Dwarka, New Delhi, India.
Amar Rao, School of Management, BML Munjal University, 67th KM Stone, NH-8, Gurugram, Haryana, India.
Laszlo Vasa, School of Economics, Széchenyi István University, Hungary.
Pawan Budhwar, Aston Business School, Aston University, Birmingham, UK.
Summary
The Covid 19 pandemic led to major changes at the individual, organisational and institutional levels of policy, productive functions, and organising. During Covid 19 morbidity, public institutions enforced social isolation, mandatory self-isolation, quarantines, and administrative regulatory lockdowns, which led to a movement away from the physical, material world and into an all-consuming digital universe. With growing interest in work-from-home (WFH) opportunities, this article provides an integrative review of 107 papers.
It comprises the bibliometric analysis and manual review of the articles, on the basis of which we present an elaborative discussion and agenda for future research. According to the analysis, WFH looks a tad of a double-edged sword in that it may have major but unintended repercussions for institutions, and organizations as well as hidden, positive as well as negative consequences for individuals/employees.
One of the significant insight from our analysis was the absence of HR function’s strategic or operational input or oversight during corporate WFH strategies. We suggest several theoretical frameworks for further developing, theorizing, and empirically testing various aspects of WFH.
Further, we recognise that WFH is becoming increasingly visible as a result of the pandemic scenario and significant technical advancements, which must be reflected in the research. Finally, because WFH represents a significant disruption in how organizations produce work and manage it, we propose employee and managerial consequences as future research agendas.
Published in: Heliyon
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