The Differentiation–Integration Paradox of Hybrid Work: A Focus Group Exploration of Team and Individual Mechanisms

Abstract

Despite the growing prevalence of hybrid work, our understanding of its effects on employees and teams is still restricted by ambiguous and conflicting findings. We draw on findings from 11 focus groups with 48 hybrid workers from various fields to examine how hybrid work transforms teamwork and personal experience in a post-pandemic context. Drawing on paradox theory, differentiation–integration theory, and psychological needs theory, our analysis reveals that hybrid work has differential effects at the individual and team levels of analysis. At the individual level, hybrid work fosters the integration of work and family roles while hindering balanced need satisfaction in the form of role differentiation. At the team level, hybrid work preserves structural differentiation across work locations, while preventing effective integration and coordination across team roles. Based on our findings, we develop practical implications and discuss future research avenues for navigating the complex differentiation–integration dynamics of hybrid work.

Keywords

• hybrid teams
• virtuality
• flexible work
• hybrid work
• focus group
• qualitative