Remote work and crisis management: Lessons from the COVID-19 pandemic in Italy and Portugal

Purpose This paper adopts a meso-level perspective to examine the organizational and institutional conditions that shaped Human Resource Management (HRM) practices during the COVID-19 crisis in Italy and Portugal. This attempt started with the following question: “How did Human Resource Management (HRM) practices–framed by the Human Resource Analytics-as-practice perspective–manifest and differ in the management of the COVID-19 crisis in organizations in Italy and Portugal, and what are the main lessons that emerged for the future design of Remote Work (RW) and strategic HRM?”. The recent literature on the topic was first listed and the data collected later compared. Design/methodology/approach Following a qualitative multiple-case study approach, data were collected through semi-structured interviews with 17 HR professionals (seven in Italy and ten in Portugal). Using replication logic and cross-case synthesis, the study analyzes how distinct institutional contexts enabled or constrained the practice of HRA during the crisis. Findings The results suggest an evolving meso-level framework that reconfigures the boundaries of professional practice. Given the mandatory lockdowns worldwide, remote work has assumed a leading role. Consequently, the current trend is to adopt the hybrid 32 work model (three days of remote work way and two days in the office), which functions as a structural enabler to balance organizational control with professional autonomy. The data also highlights the crucial role of human resource professionals in the implementation of remote work. Practical implications The practical implications of this work are directly linked to its research objective: to identify and discuss the key lessons that emerged from the COVID-19 pandemic in Italy and Portugal. Consequently, the human resource management challenges associated with remote work have been discussed, alongside the crucial role of human resource professionals in the implementation of remote work. Furthermore, ten key advisory lessons have been pinpointed. Social implications In order to explain how organizations react to unexpected crises, the role of HR is highlighted by the pandemic scenario (2020–22) in Italy and Portugal. It is worth remembering that it was in Italy that this crisis began to appear globally, with chaotic scenarios, for example, in cities such as Bergamo. Originality/value The originality and value of this work is based on three key points. Firstly, it provides empirical evidence from real-world cases. The inclusion of the Italian case is particularly significant as Italy was the first country to experience the overwhelming impact of COVID-19 on its health system. The Portuguese case is valuable for highlighting its rapid and diligent adoption of remote work. Secondly, the paper offers an updated summary of the literature review on managing the COVID-19 pandemic crisis through human resource management practices and the role of remote work. Lastly, a remote work concept emerged from the cross-case analysis, leading to a set of lessons and practical recommendations for the human resources field, organizations, and strategic policies.