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

Along the coronavirus pandemic, if, from one side, managers around the world are facing huge business challenges as a result of collapsing customer demand and organisational significant changes supported by digital development, on the other side, both the business and individuals are involved in processes to answer to increasing social and environmental needs. The authors argue that this trend is modifying organisational and market logic, replacing them with values and practices linked to community-based models to better address the social aspects that, for the welfare cuts, are limiting the Governments' work worldwide. The present work, through research, carried out on Italian workers, aims to study the impact that smart working (SW) – considering it as an expression of agile business adaptation - has on the worker, seen both as a member of the organisation and the social community member. Methodology: To test the conceptual model, it is used partial least squares structural equation modelling (PLS-SEM). Findings: The results of the research highlighted how the evolutionary dynamics of SW employees tend towards a reconceptualisation of workspaces, a redefinition of time and emotions, and a better balance between work and personal life, thus creating a greater space for social and community aspects and determining a greater involvement in their working life. Originality/value: This research contributes to the literature in the field, as it has never been addressed before. In particular, it introduces a new win-win logic in the labour market, one capable of generating advantages for people, organisations and the entire social system by allowing workers to better reconcile working times with their personal needs and with flexibility demands coming from companies, thus obtaining advantages and benefits in terms of both individual and organizational performance on the one hand, and personal well-being on the other.