Switching to hybrid work: An HR devolution perspective

The proliferation of digitization has blurred traditional work environment distinctions, with hybrid work emerging as the predominant model for remote-capable employees. This model necessitates a complex alternation across technology, place, and time, yet the organization of this "switching" remains underexplored. Through the lens of HR devolution, this study investigates who takes responsibility for the re-design and implementation of new work management practices, and in which area. Employing a qualitative multiple case study design, we investigated the HR devolution process and hybrid work implementation in three Italian companies. Our findings reveal that while HR departments establish a foundational framework for hybrid work, line managers assume a crucial role in its operational implementation.