Summary of key studies informing the conceptual framework
| Element of framework | Nature and contribution of study | Study |
|---|---|---|
| Strategic management innovation | Case study of the transition to hybrid working. Effective transition requires strategic leadership innovation in engaging with challenges and in developing new modes of strategising | Benedic (2022) |
| Case study of digital leadership. Findings indicate that innovative strategic level digital leadership supports both physical and online aspects of hybrid working | Bellis et al. (2024) | |
| Editorial to International Journal of HRM- highlights an increased trend among employees to seek hybrid work and to require supportive and often novel approaches from strategic leadership | Harney et al. (2022) | |
| The case study advocates the role of strategic HRM in providing novel forms of strategic leadership which can provide a sense of location (place) both online and physically | Amarakoon and Colley (2022) | |
| Network relationship management innovation | Interview and survey-based study highlights how hybrid working changes existing network relationships, creating management innovation opportunities in building and forming new networks | Williams and Shaw (2025) |
| Large survey on growth attitudes of small managers indicating how management innovations can emerge from management openness to novel consequences of changes in embedded business networks | McKelvie et al. (2021) | |
| Case study of two management accounting innovations, illustrating the role of networks in shaping management innovation in context | Ben Hamadi and Fournès (2023) | |
| Qualitative study of twenty-five co-working spaces. This study highlights emergent aspects of hybrid working, with self-organising network potential | Endrissat and Leclerq-Vandelannoitte (2021) | |
| A qualitative case study illustrates the strength of individual leadership in a small business context, both internally and when engaging with external networks | Nyamrunda and Freeman (2021) | |
| Two case studies illustrate the role of supportive human resource practices in small business network change | Matthews (2013) | |
| Case study indicating the people management challenges where innovation requires new network collaboration | Hotho and Champion (2011) | |
| Control and evaluation management innovation | Reflexive thematic analysis-based study of aspects of hybrid working effectiveness. Findings indicate that new means of control and evaluation can emerge | Eng et al. (2024) |
| A case study of interpretations of innovation management provides examples of the need to innovate control systems in the face of technological change | McAdam et al. (2007) | |
| Case study investigation of how an Enterprise Resource Planning (ERP) system impacts on both formal and informal reporting processes. Finds that technological change requires both technical and social process design capabilities | Greasley and Wang (2016) | |
| Interview-based study of employee interpretations of hybrid working. Findings support both positive impacts on productivity from a quieter work environment and freedom to organise time, and challenges from perceived lack of structure | Hanzis and Hallo (2024) | |
| Introduction to Special Issue of Organisation Studies: “Cultivating paradox in ‘new’ modes of organising”: Highlights post-modern perspectives on the unintended consequences of employee freedom in emerging organisational forms | de Vaujany et al. (2021) | |
| Sense-making and sense-giving management innovation | Ethnographic study of entrepreneurial leadership. Highlights the importance of sense-making and sense-giving in the face of dynamic technological change | Sklaveniti (2017) |
| Survey based study. Highlights how top management teams drive management innovations through the-giving development of cultural resources inside the business. The cultural resources then shape employees to support management innovations | Yu et al. (2022) | |
| Survey based study. Management innovation emerges over a long time periods. Top managers shape employee adoption of management innovations through sense-making and sense-giving | Merin-Rodriganez et al. (2024) | |
| Structured literature review. A major finding indicates that hybrid working involves “individual-level switches in work modes and collective-level characterisation of work mode extent and (a) symmetry”. Sense-making and sense-giving are central to successful negotiation of hybrid work as an ongoing transition process | Lauring and Jonasson (2025) | |
| Organising as management innovation | Action research-based study of virtual working, evaluating role of socialisation in supporting new modes of organising. Study framed by discontinuity theory | Asatiani et al. (2020) |
| Study of five teams in a hybrid work context. Findings indicate that there is limited consideration of temporal aspects of work, in organising hybrid work | Griva et al. (2024) | |
| Case study of the development of a physical working space supportive of transition to hybrid working. Indicates the benefits of strategic level organising as a precursor of effective new modes of organising | Benyon and Mival (2015) |
| Element of framework | Nature and contribution of study | Study |
|---|---|---|
| Strategic management innovation | Case study of the transition to hybrid working. Effective transition requires strategic leadership innovation in engaging with challenges and in developing new modes of strategising | |
| Case study of digital leadership. Findings indicate that innovative strategic level digital leadership supports both physical and online aspects of hybrid working | ||
| Editorial to International Journal of HRM- highlights an increased trend among employees to seek hybrid work and to require supportive and often novel approaches from strategic leadership | ||
| The case study advocates the role of strategic HRM in providing novel forms of strategic leadership which can provide a sense of location (place) both online and physically | ||
| Network relationship management innovation | Interview and survey-based study highlights how hybrid working changes existing network relationships, creating management innovation opportunities in building and forming new networks | |
| Large survey on growth attitudes of small managers indicating how management innovations can emerge from management openness to novel consequences of changes in embedded business networks | ||
| Case study of two management accounting innovations, illustrating the role of networks in shaping management innovation in context | ||
| Qualitative study of twenty-five co-working spaces. This study highlights emergent aspects of hybrid working, with self-organising network potential | ||
| A qualitative case study illustrates the strength of individual leadership in a small business context, both internally and when engaging with external networks | ||
| Two case studies illustrate the role of supportive human resource practices in small business network change | ||
| Case study indicating the people management challenges where innovation requires new network collaboration | ||
| Control and evaluation management innovation | Reflexive thematic analysis-based study of aspects of hybrid working effectiveness. Findings indicate that new means of control and evaluation can emerge | |
| A case study of interpretations of innovation management provides examples of the need to innovate control systems in the face of technological change | ||
| Case study investigation of how an Enterprise Resource Planning (ERP) system impacts on both formal and informal reporting processes. Finds that technological change requires both technical and social process design capabilities | ||
| Interview-based study of employee interpretations of hybrid working. Findings support both positive impacts on productivity from a quieter work environment and freedom to organise time, and challenges from perceived lack of structure | ||
| Introduction to Special Issue of Organisation Studies: “Cultivating paradox in ‘new’ modes of organising”: Highlights post-modern perspectives on the unintended consequences of employee freedom in emerging organisational forms | ||
| Sense-making and sense-giving management innovation | Ethnographic study of entrepreneurial leadership. Highlights the importance of sense-making and sense-giving in the face of dynamic technological change | |
| Survey based study. Highlights how top management teams drive management innovations through the-giving development of cultural resources inside the business. The cultural resources then shape employees to support management innovations | ||
| Survey based study. Management innovation emerges over a long time periods. Top managers shape employee adoption of management innovations through sense-making and sense-giving | ||
| Structured literature review. A major finding indicates that hybrid working involves “individual-level switches in work modes and collective-level characterisation of work mode extent and (a) symmetry”. Sense-making and sense-giving are central to successful negotiation of hybrid work as an ongoing transition process | ||
| Organising as management innovation | Action research-based study of virtual working, evaluating role of socialisation in supporting new modes of organising. Study framed by discontinuity theory | |
| Study of five teams in a hybrid work context. Findings indicate that there is limited consideration of temporal aspects of work, in organising hybrid work | ||
| Case study of the development of a physical working space supportive of transition to hybrid working. Indicates the benefits of strategic level organising as a precursor of effective new modes of organising |
Source(s): Authors’ own work
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