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SCIENCE ARTICLE
Perceptions of hybrid and e-work: HR professionals’ mindset in large Austrian enterprises
1
School of Busines, Prague City University, Czech Republic
2
Vice-Rector for Internationalisation, Newton university, Czech Republic
3
Faculty of Economics and Management, Slovak University of Agriculture in Nitra, Slovak Republic
4
College of Management, Yuan Ze University, Taiwan
Submission date: 2025-07-16
Final revision date: 2026-02-09
Acceptance date: 2026-03-27
Online publication date: 2026-04-24
Publication date: 2026-04-16
Corresponding author
Michal Beno
School of Busines, Prague City University, Hybernská 24, 110 00, Nové Město, Czech Republic
School of Busines, Prague City University, Hybernská 24, 110 00, Nové Město, Czech Republic
Management 2026;(1):285-301
KEYWORDS
JEL CLASSIFICATION CODES
J20
J22
J81
O15
TOPICS
ABSTRACT
Research background and purpose:
Today’s workforce is frustrated with the nature of workplaces. For the blue-collar workforce, COVID-19 exposed deep inequalities in many aspects. This study investigates HR professionals’ perceptions of the adoption of hybrid and e-work in large Austrian enterprises, focusing on organizational readiness, perceived challenges and strategic implications
Design/methodology/approach:
A quantitative study was employed as the primary data collection method using an online questionnaire distributed to 250 large Austrian enterprises, which yielded 105 responses. The survey, conducted in May 2025, examined five hypotheses linked to remote work frequency, expansion of e-work options, return-to-office (RTO) mandates, recruitment flexibility and perceived disadvantages of remote work.
Findings:
Most employees either work fully remotely or are in the office a maximum of three days a week. More than a third of companies have expanded remote work options. The proportion of companies in which the requirement for employees to return to the office does not cause the departure of valuable employees is not significantly higher than half. The frequency evidence demonstrates that 57.1% of companies do not lose new candidates who require greater remote flexibility. Costs of the office buildings have to be paid and Remote work does not suit everyone's needs or personality type are statistically significantly different from all other disadvantages. The second group of most frequently chosen disadvantages that differ from the others are Productivity goes down in remote work sometimes and Cost of telework tools. In conclusion the study finds that while e-work remains a permanent fixture in Austrian organisational culture, it is not without its challenges.
Value added and limitations:
This study contributes by quantifying HR professionals’ perceptions as indicators of organisational readiness for hybrid work, highlighting strategic HR implications and practical challenges. Limitations include a modest sample size, Austria-specific context, and a focus on quantitative data, which may affect broader applicability. Future research could include international comparisons, qualitative insights and demographic analyses.
Today’s workforce is frustrated with the nature of workplaces. For the blue-collar workforce, COVID-19 exposed deep inequalities in many aspects. This study investigates HR professionals’ perceptions of the adoption of hybrid and e-work in large Austrian enterprises, focusing on organizational readiness, perceived challenges and strategic implications
Design/methodology/approach:
A quantitative study was employed as the primary data collection method using an online questionnaire distributed to 250 large Austrian enterprises, which yielded 105 responses. The survey, conducted in May 2025, examined five hypotheses linked to remote work frequency, expansion of e-work options, return-to-office (RTO) mandates, recruitment flexibility and perceived disadvantages of remote work.
Findings:
Most employees either work fully remotely or are in the office a maximum of three days a week. More than a third of companies have expanded remote work options. The proportion of companies in which the requirement for employees to return to the office does not cause the departure of valuable employees is not significantly higher than half. The frequency evidence demonstrates that 57.1% of companies do not lose new candidates who require greater remote flexibility. Costs of the office buildings have to be paid and Remote work does not suit everyone's needs or personality type are statistically significantly different from all other disadvantages. The second group of most frequently chosen disadvantages that differ from the others are Productivity goes down in remote work sometimes and Cost of telework tools. In conclusion the study finds that while e-work remains a permanent fixture in Austrian organisational culture, it is not without its challenges.
Value added and limitations:
This study contributes by quantifying HR professionals’ perceptions as indicators of organisational readiness for hybrid work, highlighting strategic HR implications and practical challenges. Limitations include a modest sample size, Austria-specific context, and a focus on quantitative data, which may affect broader applicability. Future research could include international comparisons, qualitative insights and demographic analyses.
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| eISSN: | 2299-193X |
| ISSN: | 1429-9321 (1997-2019) |
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