Remote work has evolved from a temporary solution during a global crisis to a permanent fixture in the modern workplace. As organisations move beyond the improvisation of the pandemic era, a new integrated framework – grounded in a systematic review of 180 academic studies – is offering leaders a strategic path forward.
From crisis response to strategic design
The COVID-19 pandemic forced companies to adopt remote work almost overnight. What began as an emergency measure has now become a long-term strategy. Experts argue that remote work should no longer be treated as a standalone policy but as a dynamic process influenced by organisational decisions, employee experiences, and external factors. This new framework draws on two foundational theories. The Technology-Organization-Environment (TOE) framework helps leaders assess the technological, organisational, and environmental contexts that shape remote work adoption. Meanwhile, the Job Demands-Resources (JD-R) model explores how remote work affects employee outcomes by balancing stressors and support systems. Together, these models offer a structured lens to understand how remote work influences performance, well-being, and organisational agility.
Strategic adoption: Context is key
Successful remote work implementation depends on three interconnected contexts:
- Technological readiness plays a crucial role. Organisations with strong IT infrastructure and digital maturity were better equipped to transition smoothly during the pandemic.
- Organisational characteristics – such as company size, industry, and workforce composition – also matter. Professional and technical sectors, especially those with a high concentration of knowledge workers, were early adopters.
- Environmental pressures, including regulatory shifts, market competition, and cultural norms, accelerated the adoption of remote work. Companies that had already invested in remote management capabilities found themselves ahead of the curve.
For leaders, the takeaway is clear: investing in digital capabilities and proactive remote work policies builds resilience and enables smoother transitions during both planned changes and unexpected disruptions.
Understanding employees: Balancing demands and resources
The JD-R model reveals that employee well-being hinges on the balance between job demands and available resources. Remote work can introduce challenges such as increased workload, social isolation, blurred boundaries between work and home, and technostress. During the pandemic, these were compounded by anxiety and uncertainty. However, remote work also offers powerful enablers. Autonomy, emotional and practical support from supervisors and coworkers, a supportive organisational culture, and personal traits like resilience and digital fluency can significantly improve employee outcomes. To foster a thriving remote workforce, leaders must minimise stressors and maximise support. Tailored interventions – such as flexible scheduling, tech assistance, and mental health resources – can make a meaningful difference.
Bridging the gap: From policy to practice
One of the most critical insights from the framework is the gap between remote work policies and actual employee usage. Even when policies are in place, employees may hesitate to use them due to fear of stigma, lack of support, or unclear expectations. This highlights the importance of culture. A supportive environment that encourages and rewards remote work participation is essential. Employees need to feel empowered to use remote arrangements without worrying about career repercussions.
A strategic path forward
Remote work is no longer a temporary fix – it’s a cornerstone of the future workplace. By adopting a strategic, evidence-based approach, leaders can align technology, culture, and employee needs to ensure long-term success. This integrated framework offers a powerful blueprint for navigating the evolving world of work with confidence and clarity.
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Find out more
To dive deeper into this strategic framework and explore how it can be tailored to your organisation’s unique needs, read the full paper now.
Read the full article
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Ferdous, Tahrima, Ali, Muhammad, Desouza, Kevin, & French, Erica (2025) An Integrated Framework of Remote Work from Organizational Adoption to Employee Outcomes: A Systematic Literature Review. International Journal of Management Reviews. |
Or connect with our research team to learn more about the nuances of remote work implementation. Email future.enterprise@qut.edu.au