Green Status Threatens an Emerging Telework Regime?

Abstract

The evolution of work regimes has been a central topic of discussion in organizational studies, particularly in the post-pandemic era. Telework, once considered an alternative work model, has become a strategic organizational practice, reshaping business dynamics and leadership approaches. The COVID-19 pandemic and the state of emergency in Portugal accelerated the adoption of telework, transforming it into an emerging work regime. In subsequent years, many organizations recognized its positive impact, integrating telework into their long-term operational strategies. Advancements in digital technologies have demystified telework, enabling employees to perform tasks remotely without compromising organizational efficiency. However, a paradigm shift is underway, with companies reconsidering telework policies, favoring hybrid or fully in-person models. Some researchers argue that this transition reflects organizational control mechanisms, potentially influencing voluntary turnover and employee autonomy. This study aims to examine the correlation between leadership competencies and organizational needs, assessing how telework influences business dynamics and innovation. Using a mixed-methods approach, we conducted research within a Portuguese-Angolan business group, employing critical incident techniques to analyze telework’s viability and future implementation. The findings provide valuable insights into leadership adaptation, organizational restructuring, and the sustainability of telework as a long-term strategy.