Remote Work and Organizational Culture

The Mediating Role of Employee Engagement and the Moderating Role of Communication Technology

Abstract

Purpose: This paper equates the notions of Remote Work (RW) and Organizational Culture (OC) to determine their effect on the performance outcome of employees in the post-pandemic period. It also examines the mediating role of Employee Engagement (EE) in this association and the moderating effect of Communication Technology (CT) on the OCEE relationship.

Method: A quantitative research method was used to collect data via a structured questionnaire administered to employees across different sectors and organizational types. Testing of the hypothesized relationships was conducted using Structural Equation Modeling (SEM), which enabled the exploration of direct, indirect, and moderating effects across the integrated model constructs.

Results: The empirical results demonstrate that OC has a substantial positive impact on employee outcomes, with EE mediating this effect to a considerable degree. The moderation analysis also shows that the beneficial OC, the advanced CT, augments the EE relationship. This data, in turn, underscores the importance of an adequate communication infrastructure for maintaining cultural integrity and promoting involvement in remote work environments.

Implications: The study will provide strategic guidance on designing hybrid work modalities. To prevent engagement attrition and maximize the performance of remote workers, organizations should build a digital-first culture and invest in cohesive communication technologies. 

Originality/Value: The study presents a new, holistic theoretical framework that integrates mediation and moderation processes, filling a significant gap in the remote-work literature regarding the systemic role of technology in sustaining organizational culture and supporting engagement.