The impact of remote work on organisational culture

Subject. Remote work as a form of work management has become a fact of life for education, consulting and IT companies, banks, government agencies, trading companies, and other areas. The issue of managing employees’ values by shaping, maintaining, and developing organisational culture in Russian companies has become acute. The fact that managers from all levels appeared to be unprepared for the realities of remote work aggravated the problem of work motivation and reduced the loyalty of the personnel to the employer.
Objectives. The purpose of the research is to study the influence of remote work management on the components of organisational culture. The study is important and timely since it identifies the most problematic components of organisational culture which require further maintenance and development.
Methodology. The research methodology is based on rational cognition (concept, judgement, inference) and procedures of logical inference and conceptual framework for value management. To achieve the set goal the following methods of scientific knowledge were used: analysis, synthesis, and comparison. The results of the study were systematised using the structure of organisational culture components proposed by F. Harris and R. Moeran. The attitude of employees to various aspects of organisational culture was studied by conducting an online survey among university educators in Omsk and IT specialists from a Russian commercial bank.
Conclusions: The results of the study showed a negative impact of remote work on half of the components of organisational culture, 30% of the components were neutral to the impact of remote employment and 10% experienced a positive impact. The obtained results should be taken into consideration by managers from all management levels since organisational culture is an effective tool for strategic management that allows maintaining employee loyalty to the corporate brand.