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Abstract

The COVID-19 pandemic had forced many organisations to adopt a hybrid working model and in adapting to this, organisational culture became a primary concern for many leaders. In the absence of physical workspaces, organisations were facing challenges in communicating with employees and keeping the team culture alive. Many leading organisations were experimenting with strategies to engage their employees and strengthen their organisational culture in the remote mode. Innovative and out of the box strategies were being adopted to make employees feel part of the organisational culture. How should organisations redefine their culture in the context of remote work? What role should leaders play in order to build and sustain a strong culture?

Teaching and learning

This item is suitable for undergraduate, postgraduate and executive education courses.

Time period

The events covered by this case took place in 2021.

Geographical setting

Region:
World/global

About

Abstract

The COVID-19 pandemic had forced many organisations to adopt a hybrid working model and in adapting to this, organisational culture became a primary concern for many leaders. In the absence of physical workspaces, organisations were facing challenges in communicating with employees and keeping the team culture alive. Many leading organisations were experimenting with strategies to engage their employees and strengthen their organisational culture in the remote mode. Innovative and out of the box strategies were being adopted to make employees feel part of the organisational culture. How should organisations redefine their culture in the context of remote work? What role should leaders play in order to build and sustain a strong culture?

Teaching and learning

This item is suitable for undergraduate, postgraduate and executive education courses.

Settings

Time period

The events covered by this case took place in 2021.

Geographical setting

Region:
World/global

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