The governance of environmental challenges in the supply chain: The role of reflexivity and deliberation
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2022-07-08
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en
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Due to COVID-19, many organizations in the Netherlands were obliged to work in a hybrid work environment where employees could only work together at the office to a limited extent. The literature proposes that it is challenging for new employees to start at a hybrid work environment (Davenport & Dallebach, 2011). What is it like for new employees to develop a trusting relationship with colleagues or to learn the shared culture of the organization in a hybrid work environment? In other words, how does intra-organizational social capital develop for new employees in a hybrid work environment? This study's objective was enriching theory of intra-organizational social capital by exploring the influence of the characteristics of a hybrid work environment on the development of intra-organizational social capital of new employees using a qualitative single case study. The study has an abductive research approach and the data has been data collected through semi-structured interviews and several documents.
This study has several theoretical contributions, but the most important one is the final constructed conceptual model. The model illustrates that new employees develop limited organization-wide social capital and that a hybrid work environment can potentially lead to silo formation for new employees. The conceptual model identifies possible variables in the organizational context that can influence the relationship between a hybrid work environment and the development of intra-organizational social capital of new employees, namely the degree of growth of the employee workforce, the degree of integration of the organization information and the transactive memory system and the degree to which organizational members go to the office. Depending on the extent that these variables are present in the organizational context determines the influence of the hybrid work environment on the development of social capital of the new employees. However, more empirical research into these variables in a hybrid work environment is necessary to validate the statements of this study. The conclusions of this research give employers in similar organizations insight in how intra-organizational social capital can develop for new employees through several practical insights. These employers can consider these insights when implementing a hybrid work policy
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Faculteit der Managementwetenschappen