by Alba Blue 07/09/24
Abstract :
This article examines the evolution of New Ways of Working (NWOW), comparing its past implementations with current practices. By applying organizational behavior theories and the Technology Acceptance Model (TAM), this analysis explores how technological advancements and changing organizational cultures have reshaped work environments. The article highlights both the successes and limitations of NWOW, providing insights into the factors that drive its effectiveness and offering recommendations for future development.
New Ways of Working (NWOW) has become a central theme in organizational transformation, particularly as companies adapt to technological advancements and shifting employee expectations.
Historically, NWOW focused on creating flexible work environments through office design and work-life balance initiatives, but the current iteration of NWOW extends far beyond physical spaces, incorporating digital technologies, remote work, and hybrid models. It requires a deep dive into the theoretical frameworks that underpin its success to understanding how NWOW has evolved , as well as the challenges that continue to shape its development.
In this article, we will analyze NWOW from both historical and contemporary perspectives, applying the Job Demands-Resources model (Bakker & Demerouti, 2007) and the Technology Acceptance Model (TAM) (Davis, 1989). By doing so, we will not only trace the evolution of NWOW but also critically examine the complexities involved in its current application.
Early iterations of NWOW were primarily focused on improving workplace productivity through environmental changes, such as open-plan offices and flexible work hours (Oldham & Brass, 1979). These initiatives aimed to break away from rigid, hierarchical structures and promote a more dynamic, employee-friendly workspace. However, these changes were often surface-level and failed to address deeper organizational issues such as employee well-being and engagement (Fried, 1990).
While these early NWOW initiatives achieved mixed success, the introduction of digital technologies in the 1990s began to reshape how companies approached work. The rise of email, mobile communication, and early telecommuting laid the foundation for the more sophisticated NWOW practices that we see today.
Yet, the Job Demands-Resources model (JD-R) was not yet widely applied, and companies struggled to balance job demands with adequate employee resources, leading to burnout and disengagement.
So, the advent of cloud computing, collaboration tools (e.g., Slack, Microsoft Teams), and remote work technology has pushed NWOW into a new era. No longer limited to physical workspace modifications, NWOW now relies heavily on digital platforms to create flexible and adaptive work environments. This shift has been accelerated by the COVID-19 pandemic, which forced companies worldwide to adopt remote work on an unprecedented scale.
Building on the early successes and failures of NWOW, today’s models integrate technology to a much greater extent. However, this increased reliance on technology brings its own set of challenges, particularly in terms of employee engagement and well-being.
The Technology Acceptance Model (TAM) is particularly relevant here, as it helps explain how employees interact with these new technologies. According to TAM, perceived usefulness and ease of use are key factors in determining whether employees will accept and effectively use new technologies (Davis, 1989). However, even as digital tools streamline communication and collaboration, they also blur the boundaries between work and personal life, raising concerns about work-life balance and digital fatigue (Eurofound, 2020).