STRATEGIC MANAGEMENT OF REMOTE AND HYBRID WORK MODELS IN MODERN ORGANIZATIONS

Abstract

Background: Remote and hybrid work are not simply location policies. They change coordination costs, access to information, the rhythm of meetings, the meaning of visibility and the way employees experience autonomy. Aims: This article examines the mechanisms that connect the topic to organizational or policy performance and identifies the conditions that make those mechanisms stronger or weaker. Research Method: A structured narrative review integrates peer-reviewed research with authoritative policy, statistical, and professional sources, including OECD (2024b); Barrero et al. (2023). Sources are coded by outcome, mechanism, boundary condition, and practical implication. Results and Conclusion: The synthesis indicates that outcomes are heterogeneous. The debate is often framed as office versus home, but the more useful question is which tasks require co- location, which benefit from quiet individual work, and what management practices keep the two modes connected. Six recurring themes show that implementation quality, information, capability, and institutional context frequently matter as much as the headline policy or technology. Contribution: The article offers an evidence-based framework for organizations managing distributed knowledge work that translates the literature into decision principles without claiming primary data that were not collected.