Hybrid work, defined as any combination of working time spent within the organization and in other settings (typically at home), has now become a common practice in many organizations. However, its implications at the team level remain poorly understood.
Drawing on the Telework Quality Model (QoT Model)—which identifies four key resources, namely agile remote workstations, agile offices, flexible time, and enabling management— and adopting a person centred approach, this study aims to investigate whether specific hybrid work configurations may facilitate or hinder perception of team functioning and performance.
A total of 719 employees from four different organizations (three private and one public; age: 38% between 46 and 55 years; 54.1% women) participated in the study. Latent Profile Analysis (LPA) was used to identify distinct groups of employees characterized by different hybrid work configurations. ANOVA was then conducted to examine differences across the identified profiles in terms of team identification, team knowledge sharing, team hybrid mode satisfaction, team collective self-efficacy, and team efficiency.
The Latent Profile Analysis identified four profiles: (1) High-Quality Agile Work (39.4%); (2) All Good but Struggling at Home (41.4%); (3) Better Alone than in the Office (12.8%); and (4) Low-Quality Agile Work (6%). The four profiles of hybrid work reveal significant differences with respect to team identification (F:29,65; p<,001); team knowledge sharing (F:13,03; p<,001); team collective self-efficacy (F:28,69; p<,001), team hybrid mode satisfaction (F:37,45; p<,001), and team efficiency (F:15,59; p<,001).
Our findings indicate that quality of hybrid work is closely related to perception of good team processes, while satisfaction with hybrid work may reflect both high-quality practices and organizational challenges.