Smart working as an organisational process or as a social change? An Italian pandemic experience

Purpose – Along the coronavirus pandemic, huge business challenges are facing as a result of collapsingcustomer demand and organisational significant changes supported by digital development, while theincreasing social and environmental needs involve business and individuals. The authors argue that this trendis modifying organisational and market logic, replacing them with values and practices linked to communitybased models. The present work aims to study the impact that smart working (SW) has on the worker, seenboth as a member of the organisation and the social community.Design/methodology/approach – The study data were collected from a computer-assisted web interviewadministered in 2020 to public employees working for health agencies across the Campania region, in SouthItaly. To test the conceptual model, partial least squares-structural equation modelling is used. Considering theabductive soul of the research, the study represents a pilot survey that will deliver stochastic results to besubsequently replicated in all Italian health agencies.Findings – The results of the research highlighted how the evolutionary dynamics of SW employees tendtowards a reconceptualisation of workspaces, a redefinition of time and emotions and a better balance betweenwork and personal life, thus creating a greater space for social and community aspects and determining agreater involvement in their working life.Originality/value – This research introduces a new win-win logic in the labour market, one capable ofgenerating advantages for people, organisations and the entire social system by allowing workers to betterreconcile working times with their personal needs and with flexibility demands coming from companies.