In the contemporary workplace, organizations have widely adopted hybrid work models, particularly to attract Generation Z talent. However, return-to-office pressures have raised concerns about whether younger employees can sustain engagement in the virtual component of hybrid work. While prior studies have primarily examined employees’ individual preferences toward hybrid work arrangements, this study adopts a team-based perspective grounded in Transactive Memory System theory to examine how Generation Z employees’ self-efficacy in virtual remote work, virtual conference calls, and online social interaction influences Team Credibility, Team Specialization, and Team Coordination, and shapes their willingness to engage in the virtual component of hybrid work. Utilizing purposive and snowball sampling, this study analysed 252 valid responses from an online survey of Generation Z employees in Taiwan’s technology sector. The results revealed that Team Coordination was the most significant factor influencing employees’ willingness to engage in the virtual component of hybrid work, followed by Team Specialization. Although Team Credibility had no significant direct effect, it indirectly influenced willingness through Team Specialization and Team Coordination. In the subgroup analysis, Team Credibility was most salient for support-activity employees, whereas Team Coordination was most salient for primary-activity employees.
Lu et al. (Fri,) studied this question.