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"It's just not the same": A critical realist grounded theory of hybrid work and performance in the Welsh public sector

Research output: Thesis › Doctoral Thesis

Published

Standard

"It's just not the same": A critical realist grounded theory of hybrid work and performance in the Welsh public sector. / Evans, Sally.
Lancaster University, 2025. 199 p.

Research output: Thesis › Doctoral Thesis

Harvard

Evans, S 2025, '"It's just not the same": A critical realist grounded theory of hybrid work and performance in the Welsh public sector', PhD, Lancaster University. https://doi.org/10.17635/lancaster/thesis/2878

APA

Evans, S. (2025). "It's just not the same": A critical realist grounded theory of hybrid work and performance in the Welsh public sector. [Doctoral Thesis, Lancaster University]. Lancaster University. https://doi.org/10.17635/lancaster/thesis/2878

Vancouver

Evans S. "It's just not the same": A critical realist grounded theory of hybrid work and performance in the Welsh public sector. Lancaster University, 2025. 199 p. doi: 10.17635/lancaster/thesis/2878

Author

Evans, Sally. / "It's just not the same" : A critical realist grounded theory of hybrid work and performance in the Welsh public sector. Lancaster University, 2025. 199 p.

Bibtex

@phdthesis{42724b93108f4dd8a972b7e2cd02f5e4,
title = "{"}It's just not the same{"}: A critical realist grounded theory of hybrid work and performance in the Welsh public sector",
abstract = "This qualitative study examines hybrid work in the Welsh public sector following its rapid expansion during the Covid-19 pandemic. Using a critical realist grounded theory approach, 16 employees across diverse roles were interviewed to identify mechanisms influencing performance. Analysis revealed a new theoretical model: Knowing and Connecting (relationship building, in-person interaction, role clarity, managerial capability, organisational citizenship) enables performance, while Avoiding and Losing (psychological detachment, poor social homeostasis, lack of accountability, absent job redesign, low social learning) hinders it. Findings offer actionable insights for policymakers and practitioners, highlighting targeted strategies to create a more productive, sustainable hybrid workforce in Wales and beyond.",
keywords = "Hybrid work, Public sector, Remote work, Performance, Employee performance, Wales, Post-Pandemic, Qualitative research, Critical realism, Critical realist grounded theory, Flexible Work, Culture, retroduction, Job design, Leadership, Agile work, Virtual work",
author = "Sally Evans",
year = "2025",
doi = "10.17635/lancaster/thesis/2878",
language = "English",
publisher = "Lancaster University",
school = "Lancaster University",

}

RIS

TY - BOOK

T1 - "It's just not the same"

T2 - A critical realist grounded theory of hybrid work and performance in the Welsh public sector

AU - Evans, Sally

PY - 2025

Y1 - 2025

N2 - This qualitative study examines hybrid work in the Welsh public sector following its rapid expansion during the Covid-19 pandemic. Using a critical realist grounded theory approach, 16 employees across diverse roles were interviewed to identify mechanisms influencing performance. Analysis revealed a new theoretical model: Knowing and Connecting (relationship building, in-person interaction, role clarity, managerial capability, organisational citizenship) enables performance, while Avoiding and Losing (psychological detachment, poor social homeostasis, lack of accountability, absent job redesign, low social learning) hinders it. Findings offer actionable insights for policymakers and practitioners, highlighting targeted strategies to create a more productive, sustainable hybrid workforce in Wales and beyond.

AB - This qualitative study examines hybrid work in the Welsh public sector following its rapid expansion during the Covid-19 pandemic. Using a critical realist grounded theory approach, 16 employees across diverse roles were interviewed to identify mechanisms influencing performance. Analysis revealed a new theoretical model: Knowing and Connecting (relationship building, in-person interaction, role clarity, managerial capability, organisational citizenship) enables performance, while Avoiding and Losing (psychological detachment, poor social homeostasis, lack of accountability, absent job redesign, low social learning) hinders it. Findings offer actionable insights for policymakers and practitioners, highlighting targeted strategies to create a more productive, sustainable hybrid workforce in Wales and beyond.

KW - Hybrid work

KW - Public sector

KW - Remote work

KW - Performance

KW - Employee performance

KW - Wales

KW - Post-Pandemic

KW - Qualitative research

KW - Critical realism

KW - Critical realist grounded theory

KW - Flexible Work

KW - Culture

KW - retroduction

KW - Job design

KW - Leadership

KW - Agile work

KW - Virtual work

U2 - 10.17635/lancaster/thesis/2878

DO - 10.17635/lancaster/thesis/2878

M3 - Doctoral Thesis

PB - Lancaster University

ER -