Navigating Hybrid Work and Return-to-Office. A Study of Culture and Identity in the Swedish Transportation Manufacturing Industry

Sammanfattning

The Covid-19 pandemic led to a transition toward remote and hybrid forms of work, challenging traditional organizational culture. This study examined how hybrid work models and Return-to-Office mandates influence organizational culture, loyalty, and employee identification within the Swedish transport manufacturing industry. The study applied a qualitative comparative case study based on twelve semi-structured interviews and two observations conducted with two large international companies. One organization had implemented a hybrid work model, while the other had introduced a Return-to-Office mandate. The empirical material suggested that hybrid work altered how employees identified with the organization, as employees developed a stronger identification with immediate teams and professional roles than with the organization as a whole. At the same time, reduced physical interaction weakened informal relationships and organizational loyalty, particularly among newer employees. In contrast, the Return-to-Office organization viewed physical presence as necessary for maintaining collaboration, although employees often interpreted the policy as a form of control and distrust. The study concludes that organizational loyalty and identification are shaped less by the workplace strategy itself and more by how employees interpret and experience these organizational changes. The purpose of this study was to contribute to a broader understanding of how organizational culture is maintained within a traditionally site-dependent industry such as the automotive industry.