Integrating Hybrid Work in Organizations: A Strategic HRM Perspective to Pursue Vertical and Horizontal Alignment

Abstract

Technological advancements and, more recently, the COVID‐19 pandemic have accelerated the transition toward hybrid workplaces. Even though the design of appropriate HRM practices is recognized as an important factor in ensuring an effective transition toward hybrid work environments, existing research has offered limited insights into how companies might strategically integrate hybrid work in a coherent HRM system of HRM to attain a competitive advantage. Indeed, extant empirical studies mainly focus on the individual level of analysis, while the discussion on hybrid work practices at the organizational level remains conceptual. This paper aims to advance this debate by relying on the theoretical perspective of strategic human resource management (SHRM). Most extant models in the field of SHRM either focus on the vertical linkages of HRM practices with corporate strategy or on the horizontal alignment of the HRM system, missing the opportunity to adopt a comprehensive approach to SHRM to explain the current transition to hybrid workplaces. In addressing these gaps, the study uses a longitudinal case study of an Italian company over 4 years of implementation of a hybrid work environment and explores HR's interventions through the lenses of the Harvard model and the ability‐motivation‐opportunity (AMO) framework. Specifically, the study examines how vertical and horizontal alignment of strategic hybrid work HR practices are achieved and influence employee, organizational, and societal outcomes, providing valuable insights for companies approaching this new way of working and for HR managers and professionals.