Although a large part of the world’s workforce engaged in mandatory Work from Home during the COVID-19 pandemic, the experience was not the same for everyone. This study explores whether different groups of employees, based on their work and organizational characteristics (i.e., organizational size, number of days per week working from home, working in team) and personal characteristics (i.e., remote work experience, having children at home), express different beliefs about working remotely, acceptance of the technology necessary to Work from Home, and well-being. A study was conducted with 163 Italian workers who answered an online questionnaire from November 2020 to January 2021. A cluster analysis revealed that work, organizational, and personal variables distinguish five different types of workers. ANOVA statistics showed that remote workers from big companies who worked remotely several days a week, had experience (because they worked remotely before the national lockdowns), and worked in a team, had more positive beliefs about working remotely, higher technology acceptance, and better coping strategies, compared to the other groups of workers. Practical implications to support institutional and organizational decision-makers and HR managers to promote remote work and employee well-being are presented.

The present study examines whether teams’ friendship and communication network density are related to individual innovative behaviours (IIBs: idea generation, suggestion making, idea promotion and idea implementation). The study sample was composed of 28 teams comprising 101 members. The results obtained by means of multilevel structural equations modelling showed that friendship network density had an indirect positive relationship with the four IIBs through the density of team communication networks.

Grounded in the dual frame of reference theory and a life-course perspective, this study explores how migrants’ past work experiences shape the perceptions of their actual work in the host country. The study examines pre- and post-migration working conditions and life satisfaction and compares them to perceptions of decent work (DW). Additionally, the study also compares the DW perceptions of migrants with prior work experience in their home country with those of migrants who lack such experience and started to work in the host country. Using the Decent Work Questionnaire (DWQ), the study analyzes responses from 137 participants. A two-step cluster analysis identified three distinct groups of migrants living in Italy with pre-migration work experience in their home country. These clusters have been labeled as follows: (1) “Better Life, Better Work”, (2) “Better Life, Worse Work”, and (3) “Same Life, Worse Work”. ANOVA results showed that the better life, better work group reported significantly higher overall DW perceptions, as well as higher scores on five out of the seven dimensions of the DWQ. Socio-demographic characteristics were further analyzed to explain variations across clusters. These findings highlight the complex interplay between pre- and post-migration experiences and their impact on migrants’ DW perceptions in their current roles. Additionally, such clusters were compared with a control group that does not have prior work experience in the home country. Results suggest that time-sensitive factors but also other factors, such as expectations, may determine those perceptions. Finally, the study offers practical recommendations for improving workplace conditions and provides insights for organizations and policymakers aiming to better support economic migrants’ integration in the workplaces.

This contribution highlights the role of organizational context in facilitating or hindering recovery from work and introduces the concept of Organizational Climate for Recovery (OCR), defined as employees’ shared perceptions of the extent to which recovery activities are expected, supported and encouraged within the organization. This paper is a conceptual study with exploratory qualitative evidence. Description of recovery and organizational climate theories is complemented with semi-structured interviews involving 22 employees from different productive sectors. Interviews allowed to refine the construct of OCR and identify five organizational factors characterizing a recovery climate: management of workload, social support, autonomy, availability of recovery resources, and leadership support. By conceptualizing OCR, this paper contributes to the literature on employee well-being and offers practical recommendations for organizations to foster recovery-supportive climates. Future research should focus on developing measurement tools, assessing the impact of OCR, and designing interventions to enhance employee well-being and productivity.

Aim/Purpose This paper critically examines how remote and hybrid work, though widely celebrated for increasing flexibility and sustainability, can reproduce or exacerbate structural, organizational, and psychological inequalities among employees. Background While remote work is often associated with positive outcomes, mainstream discussions underrepresent the disparities it can generate. This paper addresses this gap by applying a Critical Work and Organizational Psychology (CWOP) perspective to analyze inequities across access, control, and well-being. Methodology This is a concept-driven critical review. The selection of literature prioritized theoretical depth and relevance rather than exhaustive coverage. The analysis is interpretative and interdisciplinary, informed by work psychology, organizational studies, and labor sociology. Contribution The paper introduces a multidimensional critique of remote work, offering theoretical insights and practical recommendations to promote equity in remote and hybrid work environments. Findings Remote work access is stratified by job level, socioeconomic status, and digital infrastructure. Organizational control, biased monitoring, and visibility bias reinforce hierarchies. Individual disparities, such as psychological capital, caregiving burdens, and digital competence, further marginalize certain groups. Recommendations for Practitioners Organizations should adopt role-based eligibility, provide equitable resources, use outcome-based evaluations, and support caregivers and mental health needs. Recommendations for Researchers Future studies should assess the long-term impact of remote work on marginalized groups and examine how emerging technologies affect workplace equity. Impact on Society The findings highlight the risk that remote work may deepen societal inequalities if equity is not a central design goal. Future Research Research should explore intersectional impacts and the ethical integration of AI and digital tools in remote work.