New Organizational Forms at Work and Career Representations of Managers in Public Enterprises
Keywords:
Cultural Resistance, digital platforms, remote work, Career Representations, New Organizational Forms, Public EnterprisesAbstract
The purpose of this study is to provide a thorough examination of the feasibility and potential for adopting remote work in public enterprises within an emerging country, highlighting the contextual factors influencing the acceptance of this new mode of work. Despite the clear advantages of remote work and the availability of necessary resources, its abrupt discontinuation following the COVID-19 pandemic raises significant questions about its future viability. Based on qualitative data from semi-structured interviews with 165 executives and senior executives at a national organism of technical control of the construction (CTC), the research reveals that the adoption of remote work faces substantial barriers, including cultural resistance, bureaucratic management, and insufficient technological infrastructure. The study finds that although remote work offers potential benefits, it encounters considerable resistance due to rigid management practices, inadequate support mechanisms, and cultural perceptions that view it as a control tool rather than an opportunity for flexibility and autonomy. To address these challenges, the study recommends enhancing technological infrastructure, providing better training, and adopting a more participative management approach. This research enriches the understanding of remote work dynamics in limited infrastructural contexts and offers practical recommendations for successful integration, while also suggesting directions for future research on remote work across diverse cultural and organizational settings.
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