Remote work in workplace strategies: a short-term fix or a long-term vision?

Purpose Workplaces have transformed dramatically over the past decades culminating in the rise of remote work and uncertainty over the future of the corporate office. Research on the benefits and challenges of remote work has revealed a disconnect between employers and employees, which has led organisations to consider whether to embrace flexibility or tighten their grip. The purpose of this study is to increase understanding of how remote work is approached on a strategic level in Finland where remote working rates are notably high. Design/methodology/approach Representatives of 20 small, medium and large knowledge work organisations were interviewed. Data were collected in a two-phase process comprising a questionnaire and a semi-structured interview that focused on workplace strategies, approach to remote work and the future perspective. The mixed-methods approach enabled identifying themes in questionnaires that were explored in greater depth in interviews for a comprehensive understanding of the topic. Findings This study revealed that organisations favour short-term strategies, highlighting the challenges of taking a future-oriented view in the quickly transforming environment. While remote work is widely adopted and now an integral part of working life, the approach tends to be reactive rather than strategic, which can leave organisations unprepared for future challenges. There has been a shift in power dynamics with employees holding unprecedented control over their work locations. Originality/value This study examines how remote work is perceived and approached by organisations on a strategic level, while existing literature is typically limited to remote work practices and the employee perspective.