This study represents an investigation of how individuals cope with the unanticipated shift to remote work as an organizational change and how they address the associated challenges. The goal is to deepen the understanding of remote work experience by examining how individuals cognitively process and manage remote work over time.
Building on the transactional theory of stress and coping and utilizing longitudinal qualitative data from focus groups and semi-structured interviews with 31 participants working in various industries in Saudi Arabia, this study adopts an interpretive approach to explore the experiences of individuals transitioning to remote work for the first time.
The analysis revealed that participants progressed through five key stages: (a) primary appraisal, evaluating whether the change is positive or stressful; (b) secondary appraisal, evaluating the available resources and options for coping (c) applying coping strategies to manage these stressors; (d) adjusting work practices to mitigate challenges; and (e) reappraising their remote work experience based on personal reflections. These stages illustrate the dynamic and evolving nature of adaptation to remote work.
This study contributes to the debate on the effectiveness of remote work by framing it as a transactional experience, like other forms of organizational change. The findings underscore the dynamic process of adaptation. This study opens avenues for further research in change management and the evolving role of remote work in organizational settings.
