Who"Controls"Where Work Shall be Done? State-of-Practice in Post-Pandemic Remote Work Regulation

2025-05-21

AI Summary

This study examines the evolution of workplace location policies for software engineers and similar roles in the post-pandemic era. Using qualitative comparative analysis (QCA), we systematically analyze policy documents from 68 firms, conduct semi-structured interviews, and perform cross-sectoral, multi-dimensional coding to map the five-year trajectory (2019–2024) of remote work policy development. Results reveal that 85% of firms adopt hybrid work—predominantly “three days in-office weekly”—while 51% still encourage or mandate office attendance; 28% have tightened policies, only four have reverted to full-time on-site work, and none have increased remote flexibility. We propose a novel “trust-based governance” paradigm to supplant coercive attendance mandates. Critically, we identify that remote-work orientation may induce irreversible erosion of collaborative capacity and organizational cultural continuity, offering both theoretical caution and actionable insights for enhancing organizational resilience.

Technology Category

• Application Domains: Software Engineering
• Game Theory and Economic Paradigms: Coordination and Collaboration
• Humans and AI: Teamwork, Team formation

Application Category

• Responsible Web: Technology governance, policy, and regulations
• Economics, Online Markets and Human Computation: Trust and reliance of crowd workers and data experts on GenAI
• Social Networks and Social Media: Media and governance, opinion dynamics, filter bubbles, polarization

Abstract

The COVID-19 pandemic has permanently altered workplace structures, making remote work a widespread practice. While many employees advocate for flexibility, many employers reconsider their attitude toward remote work and opt for structured return-to-office mandates. Media headlines repeatedly emphasize that the corporate world is returning to full-time office work. This study examines how companies employing software engineers and supporting roles regulate work location, whether corporate policies have evolved in the last five years, and, if so, how, and why. We collected data on remote work regulation from corporate HR and/or management representatives from 68 corporate entities that vary in size, location, and orientation towards remote or office work. Our findings reveal that although many companies prioritize office-centred working (50%), most companies in our sample permit hybrid working to varying degrees (85%). Remote work regulation does not reveal any particular new"best practice"as policies differ greatly, but the single most popular arrangement was the three in-office days per week. More than half of the companies (51%) encourage or mandate office days, and more than quarter (28%) have changed regulations, gradually increasing the mandatory office presence or implementing differentiated conditions. Although no companies have increased flexibility, only four companies are returning to full-time office work. Our key recommendation for office-oriented companies is to consider a trust-based alternative to strict office presence mandates, while for companies oriented toward remote working, we warn about the points of no (or hard) return. Finally, the current state of policies is clearly not final, as companies continue to experiment and adjust their work regulation.

Problem

• Examining how companies regulate remote work location policies
• Analyzing evolution of corporate remote work policies post-pandemic
• Investigating disparities in remote work regulations across industries

Innovation

• Examined 68 companies' remote work policies
• Found 85% permit hybrid work arrangements
• Recommended trust-based alternatives to mandates