Abstract
This study is intended to create new practitioner-focused
knowledge on hybrid work in project teams to be consumed and applied
by project management professionals and others who manage or work
in virtual/hybrid teams. The study focused on the low levels of engagement among employees worldwide, particularly in Denmark and the U.S.
The purpose of the qualitative comparative case study was to explore
how project managers in Denmark and the U.S. perceive the impact of
hybrid work on team member engagement and to understand the strategies used to enhance and sustain team member engagement in hybrid
project teams. This research was framed according to Matthews et al.’s
model of employee engagement in project-based organizations. Data
were collected by interviewing 15 Danish project managers and nine
U.S. project managers who participated in three focus groups. Thematic
analysis and NVivo were used to code and analyze the data. The findings revealed that while Danish project managers were less enthusiastic
about hybrid work than their American counterparts, their strategies for
enhancing hybrid team member engagement were similar. This comparative case study produced a series of insights into project managers’
experiences with hybrid work and effective practices and strategies that
help foster engagement in hybrid teams. More research is needed on
why engagement levels are very low in different cultural contexts to clarify contributing factors and propose solutions.
knowledge on hybrid work in project teams to be consumed and applied
by project management professionals and others who manage or work
in virtual/hybrid teams. The study focused on the low levels of engagement among employees worldwide, particularly in Denmark and the U.S.
The purpose of the qualitative comparative case study was to explore
how project managers in Denmark and the U.S. perceive the impact of
hybrid work on team member engagement and to understand the strategies used to enhance and sustain team member engagement in hybrid
project teams. This research was framed according to Matthews et al.’s
model of employee engagement in project-based organizations. Data
were collected by interviewing 15 Danish project managers and nine
U.S. project managers who participated in three focus groups. Thematic
analysis and NVivo were used to code and analyze the data. The findings revealed that while Danish project managers were less enthusiastic
about hybrid work than their American counterparts, their strategies for
enhancing hybrid team member engagement were similar. This comparative case study produced a series of insights into project managers’
experiences with hybrid work and effective practices and strategies that
help foster engagement in hybrid teams. More research is needed on
why engagement levels are very low in different cultural contexts to clarify contributing factors and propose solutions.
| Original language | English |
|---|---|
| Journal | International Journal of Applied Research in Business and Management |
| Volume | 4 |
| Issue number | 3 |
| Pages (from-to) | 21-62 |
| Number of pages | 42 |
| ISSN | 2700-8983 |
| DOIs | |
| Publication status | Published - Oct 2023 |
Keywords
- management, organizational development and innovation
- hybrid organization
- hybrid workplace
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