New frontiers of fun: sharing and supporting workplace fun in hybrid work

Abstract

Purpose: Hybrid work is changing modern conceptions of work as workers move between their office space and alternate spaces such as a home office. Social aspects of work are therefore also changing, and this study aims to explore the implications arising for workplace fun when workspaces become dispersed. Design/methodology/approach: We undertook ethnographic research into two different companies to explore in depth the concept of fun at work and how it is being adapted for hybrid work. Data were collected through full immersion into both companies and gathered using mixed qualitative methods comprising semi-structured interviews, participant observations and evidence from organizational online platforms. A structured coding system was used in the analysis with an interpretive approach. Findings: Our themes include (1) artefacts, (2) organizing fun and space and (3) loss of fun and these provide the underpinning for our theoretical contribution. Research limitations/implications: We had limited access to online channels and identified opportunities for future research to explore fun in online platforms including chat functions, meme, gifs and other places where workplace fun may be enacted. Practical implications: Work has changed for workers and managers, and this impacts fun which needs to adapt to hybrid work models.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Social implications</jats:title><jats:p>Hybrid work is changing workplace social interactions, particularly, for fun and play. We depict how workers navigate the changing context of work and the significance of emerging elements of workplace fun and the implications for fun cultures.</jats:p></jats:sec><jats:sec><jats:title content-type="abstract-subheading">Originality/value</jats:title><jats:p>Our contribution is in a re-theorization of workplace fun arguing that sharing and supporting the creation and promotion of fun among workers at all levels offers new opportunities for organizations that value a fun culture. Our theorization of workplace fun shows its adaptation to new hybrid work contexts that deemphasize co-location and physical presence. We outline the significance of artefacts and depict the variability of workplace fun in hybrid work.