Implementing hybrid workplaces: a strategic HRM approach

Purpose: This study explores the strategic role of HR in implementing hybrid work environments, utilising the established "Harvard model" to address a gap in existing literature that often overlooks strategic practices. Design: Employing a qualitative methodological approach, we examine a single case study to provide a deep, contextualised understanding of how HR can initiate and champion hybrid work adoption, considering stakeholders, situational factors, and long-lasting organisational achievements. Results: The analysis of the case offers valuable insights into strategic HR practices within a specific organisational context, allowing for an in-depth analysis of the unique challenges and strategies involved. Limitations: The study is based on a single case, further research is needed to investigate if different situational factors and stakeholders interests might lead to different HRM practices. Practical Implications: We develop a framework for understanding the strategic HR role in hybrid work environments, which managers can use to implement this work model effectively. Originality/Value: This is one of the first studies to apply the Harvard Model to the strategic HRM role in the context of hybrid work environments.