This viewpoint article challenges the adequacy of traditional organizational psychology models, such as the JD-R, JD-C and COR theories, in the context of the digital-spatial shift to remote work. This study introduces the Remote Work Stress Model as a specialized framework to address the unique psychosocial risks of the digital cage.
This study uses a theoretical and systemic approach, applying first- and second-order cybernetics to analyze remote work as a complex system by highlighting the observer's absence in first-order cybernetics. This study examines the collapse of negative feedback loops, organizational entropy and recursive self-surveillance within the digital workplace.
The analysis identifies the Autonomy Paradox, where high flexibility combined with constant accessibility transforms autonomy from a protective resource into a toxic, self-exploitative demand. The emergence of boundary management load and visibility anxiety, which drive digital presenteeism and systemic burnout, are other critical findings.
The Remote Work Stress Model offers an original contribution by proposing a paradigm shift. The model defines stress in remote work as the breakdown of negative feedback loops by shifting the analytical focus from individual psychological coping mechanisms to systemic-level cybernetic failures. Therefore, the view advocates for a shift from a laissez-faire management approach to one of structured autonomy and emphasizes the need to redefine digital boundaries and introduce institutionalized right to disconnect policies to protect human homeostasis.
