Hybrid Work Model with the Meta-Synthesis Method

Document Type : Research Paper

Authors

1 Ph. D. Candidate, Department of Business Management, Faculty of Administrative Sciences and Economy, University of Isfahan, Isfahan, Iran.

2 Associate Prof., Department of Management, Faculty of Administrative Sciences and Economy, University of Isfahan, Isfahan, Iran.

3 Prof., Department of Management, Faculty of Administrative Sciences and Economy, University of Isfahan, Isfahan, Iran.

10.22059/jipa.2025.397348.3724

Abstract

Objective
The hybrid work model is rapidly emerging as a dominant paradigm in human resource management, driven by shifts in demographic structures, the rise of new workforce generations, and technological advancements. This model, which strategically integrates in-person and remote work, offers unprecedented flexibility regarding time, space, and methodology. However, it also necessitates deeper research due to the lack of a systematic framework for identifying its influencing factors and outcomes. Given the scarcity of domestic studies on this topic and the fragmented nature of international research, this study aims to develop a comprehensive and coherent model of the antecedents and consequences of hybrid work to address these theoretical gaps.
Methods
As an applied study, this research adopts a qualitative approach using the meta-synthesis method. Meta-synthesis is a systematic qualitative technique that analyzes and synthesizes findings from prior studies to generate new theoretical insights. A comprehensive search, screening, and content evaluation process was conducted to identify the relevant statistical population of studies. All accessible and pertinent sources on the subject were collected and reviewed, with studies containing valuable data selected for analysis. Finally, the extracted data were analyzed through thematic analysis to design an integrated model of the antecedents and consequences of hybrid work.
Results
The analysis led to the development of a final model in which the antecedents of hybrid work were categorized into four distinct groups: individual antecedents (including attitudinal, behavioral, and job-related factors); organizational antecedents (encompassing leadership and managerial support, agile structures, HR policies, and IT infrastructure); cultural antecedents (including trust, learning, and knowledge-sharing cultures); and environmental antecedents (involving technological advancements, shifting workforce preferences, global crises, and market competition). This fourfold classification demonstrates that successful hybrid work implementation requires multi-level preparedness. Key enabling factors include employee attitudes toward autonomy, agile organizational structures, leadership maturity, and a culture of trust. The findings indicate that optimal effectiveness depends on simultaneously addressing both "soft" dimensions (e.g., culture, leadership) and "hard" dimensions (e.g., technology, structure). Similarly, the consequences of hybrid work were classified into three categories: individual outcomes (including productivity, job satisfaction, work-life balance, mental well-being, and skill development); organizational outcomes (encompassing workforce utilization, team synergy, cost efficiency, sustainability, and decisional agility); and environmental outcomes (including social and environmental responsibility, equal access to employment, and enhanced market competitiveness). The synthesis suggests that hybrid work can significantly enhance productivity, satisfaction, and work-life balance at the individual level. At the organizational level, it promotes agility, cost reduction, and collaboration. Furthermore, at the environmental level, it contributes to greater employment equity and corporate social responsibility.
Conclusion
This study presents a comprehensive model of the factors influencing and resulting from hybrid work, providing managers with a deeper understanding of this modern approach to inform strategic decision-making and HR policy formulation. The results demonstrate that successful implementation requires a precise assessment of antecedents across individual, organizational, cultural, and environmental levels. Organizations must, therefore, evaluate their infrastructural readiness, cultural maturity, and leadership styles before adoption. Concurrently, revising HR policies and managerial tools is essential to strengthen team cohesion, ensure performance transparency, and guarantee fairness in evaluations within hybrid environments. Ultimately, fostering an organizational culture based on trust, continuous learning, and digital skill development should be a strategic priority for HR leaders.

Keywords

Main Subjects

References

 
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Journal of Public Administration
Volume 18, Issue 1
2026
Pages 296-317

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