The Impact of Remote Work on Company Culture: An Interview-based Analysis

The Impact of Remote Work on Company Culture: An Interview-based Analysis | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Research Article The Impact of Remote Work on Company Culture: An Interview-based Analysis Sarah This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-7708599/v1 This work is licensed under a CC BY 4.0 License Status: Posted Version 1 posted You are reading this latest preprint version Abstract Purpose: This research explores the impact of remote work on company culture, investigating its effects on employee engagement, trust, company values, and evolving leadership roles. Accelerated by the COVID-19 pandemic, the study addresses critical challenges in remote work, including reduced supervision, mentoring, motivation, and innovation, alongside increased workplace stressors such as isolation, communication barriers, and blurred work-life boundaries. Design/Methodology: Data were collected through semi-structured interviews (via email, WhatsApp, and video conferencing) and a literature review of journals, case studies, and reports. Qualitative analysis interprets responses and compares the findings with existing literature, providing recommendations for future research. It examines the impact of remote work post-COVID-19 and trends through interviews with 30 international managers, sometimes including middle- or lower-level employees. While focusing mainly on managerial viewpoints, employee input helped ensure managerial perspectives remained central when managers were unavailable. Findings: Remote work fosters flexibility, autonomy, and cost savings but also risks reducing social cohesion, engagement, and cultural identity. Leadership and transparent communication are essential in maintaining trust and fairness, while hybrid models appear most effective in balancing flexibility with collaboration. Although most participants foresee remote work remaining central, its success depends on context, industry, and deliberate culture strategies. Originality/Value: It aims to provide insights for organizations to adjust cultural strategies for maintaining online productivity and collaboration, and to effectively reshape organizational culture for hybrid or fully remote contexts. Management Remote Work Organizational Culture Remote Work Advantages and Disadvantages Employee Engagement Figures Figure 1 Figure 2 I. INTRODUCTION The aim is to outline the background, significance, and objectives of the study within the wider context of organizational behavior and technological change. Emphasizing the advantages and disadvantages of hybrid and remote work and their effect on company culture and employee engagement, especially within the international sector. Unlike prior studies that focused mainly on productivity and logistics, this article highlights the culture dimension of remote work, particularly how hybrid models reshape engagement, trust, and leadership practices across diverse international industries. Today's work culture is different from what it used to be; the global workplace has undergone a profound transformation, particularly in the wake of the COVID-19 pandemic. The world is looking for the fastest and most productive ways, not for systems and laws that limit productivity. In the age of technology, the speed race has become something that cannot be avoided. Remote work has become more convenient; once a marginal or temporary solution, it has become a dominant feature of modern organizational strategy. This shift has led to significant changes in how businesses operate, with remote work emerging as a dominant trend. According to Gartner (cited in Saleem & Khan, 2024 : 37), remote work is a type of flexible work arrangement where employees can work from home or any remote location outside of designated corporate offices. The pandemic highlighted the importance of remote work, which has become preferred for efficiency, flexibility, and cost savings. Although many studies examine this shift, ongoing changes require further research. As Neeley ( 2021 : 48) stated, "Remote work is increasingly here to stay. The future is in remote work." However, this transformation brings both opportunities and challenges. Remote work offers benefits like better work-life balance, flexibility, less commuting, and access to global talent, but it also raises concerns about communication, trust, cohesion, and company culture. Traditionally, company culture relied on in-person interactions and shared experiences, which remote work challenges. Companies must find ways to maintain a strong culture digitally. I.1 Background The rise of ICT has reshaped the modern workplace by enabling employees to work beyond physical office constraints, decreasing reliance on traditional office spaces. Instead of being tied to a fixed location, employees can perform tasks from various remote locations facilitated by digital communication tools such as cloud computing, video conferencing, and project management software (Donnelly & Johns, 2021 ). As a result, the concept of work has shifted from being location-bound to task-oriented, emphasizing outcomes over physical presence. This shift emphasizes task facilitation over physical presence. With increased ICT capabilities, remote work has become a mainstream work arrangement. Economic factors, such as cost savings on office space and commuting expenses, also influenced the shift. Despite its advantages, organizations vary in adopting remote work due to factors such as organizational culture, industry requirements, and managerial attitudes (Sardeshmukh et al., 2012 ). Before COVID-19, remote work was gradually increasing, but the pandemic accelerated this shift. Companies quickly moved online to ensure continuity and protect employees. This demonstrated that many business functions can be performed effectively remotely. Economic and strategic reasons also support remote work. Existing research covers remote work's productivity, flexibility, and tech aspects, but less on its impact on trust, identity, social cohesion, and leadership, which are key to organizational culture. The study aims to explore what influences organizations to adopt remote work. I.2 Statement of The Problem The COVID-19 pandemic has greatly sped up the shift to remote work, dramatically affecting company culture, employee involvement, and overall workplace environment dynamics. While remote work offers benefits such as increased flexibility, profitability, and work-life balance, it also presents significant challenges in maintaining a strong company culture, transparency, trust, and fostering a sense of community among employees. The core problem this research seeks to address is how the shift to remote work affects company culture and what strategies companies can implement to decrease the potential negative impact on employee engagement, collaboration, trust, and overall productivity (Aleem et al., 2022 ; Yang et al., 2022 ; Tahlyan et al., 2024 ). Transitioning to a remote or hybrid work model requires companies to rethink their culture-building, communication, and leadership approach. Maintaining a cohesive organizational culture, nurturing employee relationships, and ensuring productivity and innovation can become more complex in a distributed work environment (Aleem et al., 2022 ; Jacks, 2021 ). I.3 Research Objectives The research objectives closely align with the problem statement and the study's purpose. These objectives ensure a comprehensive investigation of the challenges and solutions related to remote work and company culture. The primary objectives of this research are: To understand how remote work shifts impact company culture and employee perceptions, including communication, collaboration, trust, and belonging. To identify the challenges and opportunities organizations face in maintaining a strong company culture in fully remote and hybrid work environments. To explore the role of leadership in fostering organizational culture in remote and hybrid work settings. To explore strategies and best practices that companies can implement to strengthen and sustain a positive company culture in remote and hybrid work settings. To assess the influence of remote work on employee identity, sense of belonging, and job satisfaction. To offer guidance to organisations on effectively managing the transition to remote or hybrid work models while maintaining a cohesive and productive company culture. I.4 Rationale for Choosing Remote Work (Why Remote Work?) Remote work is the trending work environment, growing globally as more industries adopt it. Its benefits are widely proven, and it has shifted from a crisis solution to a long-term strategic approach. Initially driven by COVID-19, remote work is now a key feature of modern workplaces, enabled by digital transformation and changing expectations for flexibility, balance, and autonomy. The decision to emphasize remote work arises from its growing importance and the significant changes it brings to traditional organizational structures and practices. Numerous studies have highlighted its operational and economic benefits, such as lowered overhead costs, greater employee satisfaction, and access to a wider talent pool. However, as organizations adopt fully remote or hybrid models, new challenges appear, especially in maintaining and developing company culture. Existing literature mainly examines the technical, logistical, or productivity aspects of remote work. However, the cultural dimension, how shared values, engagement, trust, and leadership are impacted by physical distance, remains underexplored, especially in international and cross-cultural business contexts. This research addresses this gap by studying remote work’s influence on organizational culture, making it a timely and essential subject for both academics and practitioners. II. LITERATURE REVIEW II.1 Remote Work: Definition The increase in remote work has undoubtedly transformed the landscape of modern organizations, with profound implications for their culture and overall dynamics. Remote work has been important since the COVID-19 pandemic, as it was the only available option for organizations to continue their businesses. Since then, it has gained acceptance and recognition globally. It transitioned from being a secondary practice used by smaller companies to a widespread and mainstream work arrangement, a critical solution for businesses. This shift was driven by the COVID-19 pandemic, which forced many organizations worldwide to adopt remote work as a necessity for maintaining operations during lockdowns and restrictions. The COVID-19 pandemic has accelerated this shift, forcing many organizations to quickly adapt to fully remote or hybrid work environments (Aleem et al., 2022 ). As Jacks ( 2021 ) highlighted, the pandemic has introduced new areas of IS research, such as collaboration platforms and video conferencing, which have become essential for remote work. Remote work is an arrangement where employees perform their jobs outside the company’s office, in a space of their choice. It can be done from home or any other location outside the traditional office. Digital technology enables it, often referred to as telecommuting, teleworking, or working from home (WFH). Remote work is generally an option if tasks don't require in-person collaboration, whether in-house or freelance. The quick shift presents challenges and opportunities as organisations strive to sustain a cohesive, vibrant culture with a distributed team. II.2 Types of Remote Work : Fully Remote Fully remote work refers to any job or position that allows you to work outside your company’s office. Instead, you can work from various locations and have the flexibility to travel elsewhere. Hybrid Models As technology improves and employee expectations shift, hybrid work will likely become a more common arrangement (Jangid, 2024: 645). A hybrid work model is like a remote work model in that employees work from a location outside of the company's facilities. Employees are expected to be at facilities part of the time under a hybrid work model, with details depending on the organization. II.3 History of Remote Work Remote work is here to stay, not just a passing trend. It was once dismissed as ‘not real work' but changed after COVID-19, proving its positive impact and helping many companies survive. We're just beginning to explore its full potential. Remote work, also referred to as telecommuting or teleworking, has evolved significantly over the last century. The roots of remote work can be traced back to the Industrial Revolution, where home-based labor, such as weaving or crafts, was common. However, the concept of modern remote work started to take shape in the 1970s, when the oil crisis prompted companies to seek alternatives to commuting, leading to early experiments with telecommuting (Nilles, 1975 ). In the 1980s and 1990s, advancements in personal computers, email, and the internet began making remote communication more accessible, allowing white-collar employees to work from home occasionally. During this period, companies started experimenting with more flexible work arrangements (Bailey & Kurland, 2002 ). As computers and the Internet improved, remote work became even more popular in the late 1990s. But it was the COVID-19 pandemic that made remote work normal for many businesses in 2020, which forced organizations worldwide to rapidly adopt remote work. What was previously considered optional became necessary, leading to widespread changes in workplace norms and policies (Kniffin et al., 2021 ). The 2000s brought an exciting wave of digital technologies and mobile devices that made it easier than ever to stay connected. This newfound connectivity really supported the growth of flexible work arrangements. Plus, with the rise of cloud computing and collaborative tools like Slack, Zoom, and Microsoft Teams in the 2010s, this trend picked up even more steam. Today, remote work is recognized as a strategic option that can boost employee satisfaction, lower costs, and enhance productivity when executed effectively. It has evolved from temporary arrangement to a permanent aspect of the modern workplace. III. METHODOLOGY This study adopted a qualitative research design to explore the impact of remote work on company culture. Data were collected through semi-structured interviews with 30 participants across different industries and organization sizes. Participants included managers and, in some cases, employees who reflected a managerial perspective when direct access to managers was limited. Participants' experiences varied widely, ranging from 1 to 5 years to over 30, enriching the findings with insights from both newcomers and veterans. A qualitative thematic analysis approach was employed to analyze the interview data Regarding company size, the participants worked in organizations ranging from small enterprises to large multinational corporations. This mix provided an opportunity to compare how remote and hybrid models were experienced in businesses of varying scale and resources. With respect to current job positions, participants held a wide spectrum of roles, ranging from entry- and mid-level roles (such as administrative staff, teacher assistants, receptionists, and coordinators) to executive-level roles (including CEOs, managing directors, general managers, board members, and chairpersons). This diversity of roles allowed for capturing perspectives from both strategic decision-makers and employees directly engaged in day-to-day organizational operations. The organizations ranged in size from small (1–50) to large (251+) and differed in technological maturity, leadership practices, and cultural adaptability to remote work. The interviews provided rich insights into how companies design, manage, and perceive remote or hybrid models. Experience Range: 1 to 30 + years. Geographic/Cultural Diversity: Mix of Western, Middle Eastern, and Global companies. Finally, the interviews were conducted using multiple communication channels, including email, WhatsApp, Zoom, and Botim, reflecting the reliance on digital communication tools in contemporary professional contexts. IV. FINDINGS IV.1 Data Analysis Table 1 Descriptive Overview of Demographic and Organizational Characteristics of Interview Participants No. Has the interview been translated from Arabic Age Group Current Job Title Years of experience in this field Industry Company size Type of work Model Have all questions been answered Via 1 It's in English 25–34 Manager 19 years Import & Export Small Fully Remote Yes Email 2 It's in English 25–34 Founder/ CTO 5 years Software Developer Small Fully Remote Yes WhatsApp 3 It's in English 35–44 General Manager 8 Years Logistics Small Hybrid No Botim 4 It's in English 35–44 General Manager 4 Years Shipping Small Fully Remote Yes Zoom 5 It's in English 25–34 CEO 5 Years USA Small Fully Remote Yes Email 6 It's in English 25–34 Marketing Director 6 Years Marketing Agency and Film Production Small Hybrid No WhatsApp 7 It's in English 45–54 Teacher Assistance 4 Years This is a University field of Management Medium Fully Remote Yes Email 8 It's in English 45–54 Senior frontend developer 15 Years Technology Medium Hybrid Yes Email 9 It's in English 35–44 Solution Architect 10 Years Technology Small Hybrid No Email 10 Yes 25–34 Executive Manager 6 Years Shipping Small Hybrid Yes Botim 11 It's in English 55+ Chairman 30 + Years Perfume and cosmetics Medium Fully in-office No WhatsApp 12 It's in English 25–34 General Physician 3 Years Small Fully in-office No Answers Email 13 It's in English 25–34 Data Specialist 1 Years Semi Government Large Hybrid No WhatsApp 14 It's in English 25–34 Sales Account Executive 5 Years IT Large Hybrid Yes Email 15 It's in English 25–34 Manager 5 Years F&B Small Hybrid Yes Email 16 It's in English 25–34 Administrative 5 Years Educational Large Fully in-office No WhatsApp 17 It's in English 25–34 President 11 Years Retail Small Fully in-office Yes WhatsApp 18 It's in English 25–34 Director of Project Control 8 Years Construction Large Hybrid Yes WhatsApp 19 It's in English 35–44 Admin 9 Years Construction Large Hybrid Yes Email 20 It's in English 25–34 Receptionist/PA 3 Years Facilities Management Small Fully in-office Yes WhatsApp 21 Yes 55+ Board Member 30 years Banking Medium Hybrid Yes WhatsApp 22 Yes 45–54 Freelancer 25 years Technology Small Hybrid No WhatsApp 23 Yes 45–54 Coordinator between the regional office and the company 7 years Pharmaceutical import Medium Hybrid Yes WhatsApp 24 Yes 55+ General Manager 35 years Contraction Large Hybrid Yes Email 25 It's in English 35–44 Construction Manager 10 Years Project and Construction Management Large Hybrid Yes WhatsApp 26 It's in English 55+ Manager 28 Years Oil and Gas Small Fully in-office Yes WhatsApp 27 It's in English 45–54 Manager 25 years Retail Small Fully in-office Yes WhatsApp 28 It's in English 35–44 Cost Control Specialist, Finance 19 years Oil and Gas Large Fully in-office Yes Email 29 It's in English 35–44 Managing Director 20 years Legal Large Hybrid Yes WhatsApp 30 It's in English 25–34 Business owner 5 years F&B Small Fully in-office No Email IV.1.1 Descriptive Overview of Demographic and Organizational Characteristics of Interview Participants: Table 1 presents the sample of this study, which consists of 30 participants from various international companies. The study intentionally targeted managers, as they play a central role in shaping and maintaining company culture. When senior managers were unavailable, middle managers or employees provided perspectives, balancing managerial insights with those of employees in remote or hybrid work. IV.1.2 Industries represented in the interviews: Table 2 Industries represented in the interviews 1. Education a. University Field of Management b. Educational Institutions 2. Technology & IT a. Software Development b. Technology c. Information Technology (IT) 3. International Trade, Logistics & Shipping a. Import & Export b. Logistics 4. Construction & Engineering a. Construction b. Project and Construction Management 5. Marketing, Media & Creative Industries a. Marketing Agency and Film Production 6. Pharmaceuticals & Healthcare a. General Physician b. Pharmaceutical Import 7. Consumer Goods a. Perfume and Cosmetics b. Food & Beverage (F&B) 8. Government & Semi-Government a. Semi-Government 9. Retail a. Retail 10. Oil, Gas & Energy a. Oil and Gas 11. Facilities & Administrative Services a. Facilities Management (FM) 12. Finance & Banking a. Banking 13. Legal Services a. Legal IV.1.3 Distribution of participants by age group. It is a key part of your demographic analysis. Table 3 Demographic Profile of Participants by Age Group Age Group of Participants Number of participants 25–34 14 35–44 7 45–54 5 55+ 4 Total 30 As shown in Fig. 1 , in terms of age groups, the majority of participants were between 25–34 years old, followed by those in the 35–44 and 45–54 categories, with a smaller proportion aged 55 and above. This distribution indicates that the sample included both younger professionals with early-to mid-level experience and senior managers with extensive years in the workforce. IV.1.4 The 30 interviews included participants from different work models: Table 4 Work Model Distribution Among Participants Types of Work Model Number of Companies Fully Remote 5 Hybrid 16 Fully in-office 9 Total 30 Figure 2 concerns the type of work model; the data indicated significant variation: Out of 30 companies, 5 operated fully remote, 16 adopted hybrid models, and 9 maintained fully in-office arrangements. This diversity was crucial for identifying differences in employee engagement, communication, and organizational culture across different working structures. IV.2 Thematic Analysis a. Remote Work Policies and Support Across companies, remote work policy adoption varied. Some embraced remote-first models, providing tools for effective work from home, while others limited remote work or expected employees to return post-pandemic. Participants noted that despite investments in digital tools, some sectors remained reluctant to formalize long-term policies. This highlights that organizational readiness depends on sector, leadership, and digital experience. b. Impact on Company Culture Respondents consistently noted that remote work reshaped workplace culture. For some, it fostered inclusivity and flexibility, allowing employees to work comfortably from any location. However, many also emphasized the erosion of social cohesion; “less laughter and less time together” was a phrase one manager used to describe the shift. Others observed that employees became more task-oriented but less socially aware. The findings reveal a dual effect: remote work encouraged autonomy and independence but also reduced the sense of belonging and informal cultural exchange. c. Benefits, Challenges, and Solutions The main benefits cited included flexibility, cost savings, and productivity gains from reduced commuting. However, challenges were equally visible. Isolation, communication breakdowns, and declining motivation were repeatedly raised concerns. To counter these, companies experimented with team-building exercises, surveys, and optional social meetings . Some organizations used monitoring tools like Slack for task tracking to balance productivity and freedom. These responses show that remote work boosts efficiency but needs strategies to maintain morale and collaboration. d. Productivity and Employee Engagement Productivity impacts were mixed. Many employees reported higher efficiency due to fewer distractions and saved commuting time. Others described new issues such as blurred work-life boundaries, with employees working outside official hours. Engagement also showed a dual pattern: flexibility boosted motivation, but remote setups risked draining employees of energy and disconnecting them from organizational vision. Companies tried to maintain engagement through short daily meetings, recognition, and regular reports . The results highlight that engagement in remote contexts depends on structured communication and fair workload management. e. Leadership and Communication Leadership emerged as a decisive factor in shaping remote work experiences. Some organizations ensured fairness by offering equal options for hybrid attendance, while others used performance evaluations and goal-based assessments. Transparent communication was maintained through open document sharing, phone calls, direct messaging, and board announcements . Still, a few participants acknowledged difficulties in sustaining consistent supervision and in balancing inclusivity across remote and on-site staff. f. Future of Remote Work Most respondents predicted that remote or hybrid work will continue to be significant, citing its role in enhancing flexibility, attracting global talent, and saving costs. A minority, however, remained skeptical, arguing that remote models weaken creativity and cohesion, particularly in sectors dependent on in-person collaboration. Recommendations for the future include building stronger social support systems, keeping meetings short, and organizing periodic in-person gatherings to strengthen cultural bonds. V. CONCLUSION This study analysed thirty interviews with managers and employees from various industries and countries to examine the impact of remote work on company culture. The findings reveal that remote work is a double-edged phenomenon: while it offers flexibility, cost savings, and productivity benefits, it also presents challenges in sustaining engagement, cohesion, and organizational identity. The thematic analysis showed that policies and support systems determine how effectively remote work is embedded in practice. Cultures shifted toward greater independence and reliance on digital tools, but at the expense of informal interactions and social bonds. Leadership practices, particularly fairness, transparent communication, and recognition, emerged as critical factors in whether remote models succeed or weaken company culture. Overall, the study suggests that remote work is not a universal solution but a context-dependent practice. In many cases, hybrid models appear to balance flexibility with collaboration, allowing organizations to adapt without losing their cultural foundations. VI. LIMITATIONS & RECOMMENDATIONS: VI. 1 Limitations Several limitations should be acknowledged. First, the analysis is based on thirty interviews, which, while rich in depth, do not fully capture all sectors or regions. Second, the sample is heterogeneous, spanning IT, logistics, education, healthcare, and other industries, making it difficult to generalize findings across all contexts. Third, the data relies on self-reported perceptions, which may reflect personal experiences more than organizational realities. Finally, the study captures a snapshot in time, and remote work practices may continue to evolve in the coming years as companies refine their policies. VI.2 Recommendations a. Strengthening Communication and Inclusivity Organizations should invest in digital platforms that ensure open, transparent, and inclusive communication across remote and in-office employees. Regular informal check-ins and social activities should complement formal meetings to rebuild cohesion. b. Leadership Development Leaders must be trained in remote supervision, fairness, and engagement strategies. Emphasis should be placed on recognizing contributions equally, regardless of work location. c. Support Employee Well-being Implement wellness initiatives, such as flexible scheduling, mental health support, and recognition programs, to combat isolation and burnout. d. Adopt Hybrid Models Where Feasible A balanced hybrid model allows organizations to retain the benefits of flexibility while preserving opportunities for collaboration and cultural reinforcement through in-person interactions. e. Continuous Policy Evaluation Companies should adopt a feedback-driven approach, regularly evaluating their remote work policies and adjusting them based on employee input and performance outcomes. Declarations Ethics Approval Statement “This study was conducted in accordance with the ethical standards of Istanbul Aydın University, Social and Humanities Ethics Committee. Approval for the study was granted by the committee under the supervision of Prof. Akın Marşap.” Consent to Participate Statement “All participants were informed about the purpose of the study and provided their voluntary consent to participate. Consent to publish anonymized interview responses was also obtained. 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Elsevier BV. https://doi.org/10.1016/j.tra.2024.104273 YANG L, HOLTZ D, JAFFE S, SURI S, SINHA S, WESTON J, SHAH JOYCEC, N., SHERMAN, K., HECHT, B., TEEVAN J, The Effects of Remote Work on Collaboration Among Information Workers (2022) Nature Human Behaviour , (Vol. 6, No. 1, pp. 43–54) Nature Portfolio. https://doi.org/10.1038/s41562-021-01196-4 Additional Declarations The authors declare no competing interests. Cite Share Download PDF Status: Posted Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. 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08:12:06","extension":"html","order_by":6,"title":"","display":"","copyAsset":false,"role":"acdc-reference","size":102696,"visible":true,"origin":"","legend":"","description":"","filename":"earlyproof.html","url":"https://assets-eu.researchsquare.com/files/rs-7708599/v1/6d620904b2b396fa5c6d83fc.html"},{"id":92575207,"identity":"0330fafa-2077-4669-81f4-6ebf04933859","added_by":"auto","created_at":"2025-10-01 08:20:05","extension":"jpg","order_by":1,"title":"Figure 1","display":"","copyAsset":false,"role":"figure","size":100995,"visible":true,"origin":"","legend":"\u003cp\u003eDistribution of Participants by Age Group\u003c/p\u003e","description":"","filename":"Picture1.jpg","url":"https://assets-eu.researchsquare.com/files/rs-7708599/v1/62d2fdacc1a2cb16e0430ad2.jpg"},{"id":92574327,"identity":"3cdceee5-b36f-45df-8fd3-0e2178a6c474","added_by":"auto","created_at":"2025-10-01 08:12:05","extension":"jpg","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":106304,"visible":true,"origin":"","legend":"\u003cp\u003eWork Model Distribution Among Participants\u003c/p\u003e","description":"","filename":"Picture2.jpg","url":"https://assets-eu.researchsquare.com/files/rs-7708599/v1/6c3a5fadc26985e4e542dd27.jpg"},{"id":92576311,"identity":"5c2afeec-45d3-41a4-a352-66c10a79dcc9","added_by":"auto","created_at":"2025-10-01 08:28:06","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":2553890,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-7708599/v1/d7072eaf-6347-4751-8712-cdf86f65a191.pdf"}],"financialInterests":"The authors declare no competing interests.","formattedTitle":"\u003cp\u003e\u003cstrong\u003eThe Impact of Remote Work on Company Culture: An Interview-based Analysis\u003c/strong\u003e\u003c/p\u003e","fulltext":[{"header":"I. INTRODUCTION","content":"\u003cp\u003eThe aim is to outline the background, significance, and objectives of the study within the wider context of organizational behavior and technological change. Emphasizing the advantages and disadvantages of hybrid and remote work and their effect on company culture and employee engagement, especially within the international sector. Unlike prior studies that focused mainly on productivity and logistics, this article highlights the culture dimension of remote work, particularly how hybrid models reshape engagement, trust, and leadership practices across diverse international industries.\u003c/p\u003e\u003cp\u003eToday's work culture is different from what it used to be; the global workplace has undergone a profound transformation, particularly in the wake of the COVID-19 pandemic. The world is looking for the fastest and most productive ways, not for systems and laws that limit productivity. In the age of technology, the speed race has become something that cannot be avoided. Remote work has become more convenient; once a marginal or temporary solution, it has become a dominant feature of modern organizational strategy.\u003c/p\u003e\u003cp\u003eThis shift has led to significant changes in how businesses operate, with remote work emerging as a dominant trend. According to Gartner (cited in Saleem \u0026amp; Khan, \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2024\u003c/span\u003e: 37), remote work is a type of flexible work arrangement where employees can work from home or any remote location outside of designated corporate offices. The pandemic highlighted the importance of remote work, which has become preferred for efficiency, flexibility, and cost savings. Although many studies examine this shift, ongoing changes require further research. As Neeley (\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2021\u003c/span\u003e: 48) stated, \"Remote work is increasingly here to stay. The future is in remote work.\" However, this transformation brings both opportunities and challenges. Remote work offers benefits like better work-life balance, flexibility, less commuting, and access to global talent, but it also raises concerns about communication, trust, cohesion, and company culture. Traditionally, company culture relied on in-person interactions and shared experiences, which remote work challenges. Companies must find ways to maintain a strong culture digitally.\u003c/p\u003e\u003cdiv id=\"Sec2\" class=\"Section2\"\u003e\u003ch2\u003eI.1 Background\u003c/h2\u003e\u003cp\u003eThe rise of ICT has reshaped the modern workplace by enabling employees to work beyond physical office constraints, decreasing reliance on traditional office spaces. Instead of being tied to a fixed location, employees can perform tasks from various remote locations facilitated by digital communication tools such as cloud computing, video conferencing, and project management software (Donnelly \u0026amp; Johns, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). As a result, the concept of work has shifted from being location-bound to task-oriented, emphasizing outcomes over physical presence.\u003c/p\u003e\u003cp\u003eThis shift emphasizes task facilitation over physical presence. With increased ICT capabilities, remote work has become a mainstream work arrangement. Economic factors, such as cost savings on office space and commuting expenses, also influenced the shift. Despite its advantages, organizations vary in adopting remote work due to factors such as organizational culture, industry requirements, and managerial attitudes (Sardeshmukh et al., \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2012\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eBefore COVID-19, remote work was gradually increasing, but the pandemic accelerated this shift. Companies quickly moved online to ensure continuity and protect employees. This demonstrated that many business functions can be performed effectively remotely. Economic and strategic reasons also support remote work. Existing research covers remote work's productivity, flexibility, and tech aspects, but less on its impact on trust, identity, social cohesion, and leadership, which are key to organizational culture. The study aims to explore what influences organizations to adopt remote work.\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec3\" class=\"Section2\"\u003e\u003ch2\u003eI.2 Statement of The Problem\u003c/h2\u003e\u003cp\u003eThe COVID-19 pandemic has greatly sped up the shift to remote work, dramatically affecting company culture, employee involvement, and overall workplace environment dynamics. While remote work offers benefits such as increased flexibility, profitability, and work-life balance, it also presents significant challenges in maintaining a strong company culture, transparency, trust, and fostering a sense of community among employees. The core problem this research seeks to address is how the shift to remote work affects company culture and what strategies companies can implement to decrease the potential negative impact on employee engagement, collaboration, trust, and overall productivity (Aleem et al., \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Yang et al., \u003cspan citationid=\"CR13\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Tahlyan et al., \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2024\u003c/span\u003e). Transitioning to a remote or hybrid work model requires companies to rethink their culture-building, communication, and leadership approach. Maintaining a cohesive organizational culture, nurturing employee relationships, and ensuring productivity and innovation can become more complex in a distributed work environment (Aleem et al., \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2022\u003c/span\u003e; Jacks, \u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2021\u003c/span\u003e).\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec4\" class=\"Section2\"\u003e\u003ch2\u003eI.3 Research Objectives\u003c/h2\u003e\u003cp\u003eThe research objectives closely align with the problem statement and the study's purpose. These objectives ensure a comprehensive investigation of the challenges and solutions related to remote work and company culture. The primary objectives of this research are:\u003c/p\u003e\u003cp\u003e\u003cul\u003e\u003cli\u003e\u003cp\u003eTo understand how remote work shifts impact company culture and employee perceptions, including communication, collaboration, trust, and belonging.\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eTo identify the challenges and opportunities organizations face in maintaining a strong company culture in fully remote and hybrid work environments.\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eTo explore the role of leadership in fostering organizational culture in remote and hybrid work settings.\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eTo explore strategies and best practices that companies can implement to strengthen and sustain a positive company culture in remote and hybrid work settings.\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eTo assess the influence of remote work on employee identity, sense of belonging, and job satisfaction.\u003c/p\u003e\u003c/li\u003e\u003cli\u003e\u003cp\u003eTo offer guidance to organisations on effectively managing the transition to remote or hybrid work models while maintaining a cohesive and productive company culture.\u003c/p\u003e\u003c/li\u003e\u003c/ul\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec5\" class=\"Section2\"\u003e\u003ch2\u003eI.4 Rationale for Choosing Remote Work (Why Remote Work?)\u003c/h2\u003e\u003cp\u003eRemote work is the trending work environment, growing globally as more industries adopt it. Its benefits are widely proven, and it has shifted from a crisis solution to a long-term strategic approach. Initially driven by COVID-19, remote work is now a key feature of modern workplaces, enabled by digital transformation and changing expectations for flexibility, balance, and autonomy.\u003c/p\u003e\u003cp\u003eThe decision to emphasize remote work arises from its growing importance and the significant changes it brings to traditional organizational structures and practices. Numerous studies have highlighted its operational and economic benefits, such as lowered overhead costs, greater employee satisfaction, and access to a wider talent pool. However, as organizations adopt fully remote or hybrid models, new challenges appear, especially in maintaining and developing company culture.\u003c/p\u003e\u003cp\u003eExisting literature mainly examines the technical, logistical, or productivity aspects of remote work. However, the cultural dimension, how shared values, engagement, trust, and leadership are impacted by physical distance, remains underexplored, especially in international and cross-cultural business contexts. This research addresses this gap by studying remote work\u0026rsquo;s influence on organizational culture, making it a timely and essential subject for both academics and practitioners.\u003c/p\u003e\u003c/div\u003e"},{"header":"II. LITERATURE REVIEW","content":"\u003cdiv id=\"Sec7\" class=\"Section2\"\u003e\u003ch2\u003eII.1 Remote Work:\u003c/h2\u003e\u003cp\u003e\u003cstrong\u003eDefinition\u003c/strong\u003e\u003cp\u003eThe increase in remote work has undoubtedly transformed the landscape of modern organizations, with profound implications for their culture and overall dynamics. Remote work has been important since the COVID-19 pandemic, as it was the only available option for organizations to continue their businesses. Since then, it has gained acceptance and recognition globally. It transitioned from being a secondary practice used by smaller companies to a widespread and mainstream work arrangement, a critical solution for businesses. This shift was driven by the COVID-19 pandemic, which forced many organizations worldwide to adopt remote work as a necessity for maintaining operations during lockdowns and restrictions. The COVID-19 pandemic has accelerated this shift, forcing many organizations to quickly adapt to fully remote or hybrid work environments (Aleem et al., \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2022\u003c/span\u003e). As Jacks (\u003cspan citationid=\"CR5\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) highlighted, the pandemic has introduced new areas of IS research, such as collaboration platforms and video conferencing, which have become essential for remote work. Remote work is an arrangement where employees perform their jobs outside the company\u0026rsquo;s office, in a space of their choice. It can be done from home or any other location outside the traditional office. Digital technology enables it, often referred to as telecommuting, teleworking, or working from home (WFH).\u003c/p\u003e\u003c/p\u003e\u003cp\u003eRemote work is generally an option if tasks don't require in-person collaboration, whether in-house or freelance. The quick shift presents challenges and opportunities as organisations strive to sustain a cohesive, vibrant culture with a distributed team.\u003c/p\u003e\u003cp\u003e\u003cb\u003eII.2 Types of Remote Work\u003c/b\u003e:\u003c/p\u003e\u003cp\u003e\u003cul\u003e\u003cli\u003e\u003cp\u003e\u003cb\u003eFully Remote\u003c/b\u003e\u003c/p\u003e\u003c/li\u003e\u003c/ul\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eFully remote work refers to any job or position that allows you to work outside your company\u0026rsquo;s office. Instead, you can work from various locations and have the flexibility to travel elsewhere.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003cp\u003e\u003cul\u003e\u003cli\u003e\u003cp\u003e\u003cb\u003eHybrid Models\u003c/b\u003e\u003c/p\u003e\u003c/li\u003e\u003c/ul\u003e\u003cdiv class=\"BlockQuote\"\u003e\u003cp\u003eAs technology improves and employee expectations shift, hybrid work will likely become a more common arrangement (Jangid, 2024: 645). A hybrid work model is like a remote work model in that employees work from a location outside of the company's facilities. Employees are expected to be at facilities part of the time under a hybrid work model, with details depending on the organization.\u003c/p\u003e\u003c/div\u003e\u003c/p\u003e\u003c/div\u003e\u003cdiv id=\"Sec8\" class=\"Section2\"\u003e\u003ch2\u003eII.3 History of Remote Work\u003c/h2\u003e\u003cp\u003eRemote work is here to stay, not just a passing trend. It was once dismissed as \u0026lsquo;not real work' but changed after COVID-19, proving its positive impact and helping many companies survive. We're just beginning to explore its full potential.\u003c/p\u003e\u003cp\u003eRemote work, also referred to as telecommuting or teleworking, has evolved significantly over the last century. The roots of remote work can be traced back to the Industrial Revolution, where home-based labor, such as weaving or crafts, was common. However, the concept of modern remote work started to take shape in the 1970s, when the oil crisis prompted companies to seek alternatives to commuting, leading to early experiments with telecommuting (Nilles, \u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e1975\u003c/span\u003e). In the 1980s and 1990s, advancements in personal computers, email, and the internet began making remote communication more accessible, allowing white-collar employees to work from home occasionally. During this period, companies started experimenting with more flexible work arrangements (Bailey \u0026amp; Kurland, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e2002\u003c/span\u003e).\u003c/p\u003e\u003cp\u003eAs computers and the Internet improved, remote work became even more popular in the late 1990s. But it was the COVID-19 pandemic that made remote work normal for many businesses in 2020, which forced organizations worldwide to rapidly adopt remote work. What was previously considered optional became necessary, leading to widespread changes in workplace norms and policies (Kniffin et al., \u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). The 2000s brought an exciting wave of digital technologies and mobile devices that made it easier than ever to stay connected. This newfound connectivity really supported the growth of flexible work arrangements. Plus, with the rise of cloud computing and collaborative tools like Slack, Zoom, and Microsoft Teams in the 2010s, this trend picked up even more steam.\u003c/p\u003e\u003cp\u003eToday, remote work is recognized as a strategic option that can boost employee satisfaction, lower costs, and enhance productivity when executed effectively. It has evolved from temporary arrangement to a permanent aspect of the modern workplace.\u003c/p\u003e\u003c/div\u003e"},{"header":"III. METHODOLOGY","content":"\u003cp\u003eThis study adopted a qualitative research design to explore the impact of remote work on company culture. Data were collected through semi-structured interviews with 30 participants across different industries and organization sizes. Participants included managers and, in some cases, employees who reflected a managerial perspective when direct access to managers was limited. Participants' experiences varied widely, ranging from 1 to 5 years to over 30, enriching the findings with insights from both newcomers and veterans. A qualitative thematic analysis approach was employed to analyze the interview data\u003c/p\u003e\u003cp\u003eRegarding company size, the participants worked in organizations ranging from small enterprises to large multinational corporations. This mix provided an opportunity to compare how remote and hybrid models were experienced in businesses of varying scale and resources. With respect to current job positions, participants held a wide spectrum of roles, ranging from entry- and mid-level roles (such as administrative staff, teacher assistants, receptionists, and coordinators) to executive-level roles (including CEOs, managing directors, general managers, board members, and chairpersons). This diversity of roles allowed for capturing perspectives from both strategic decision-makers and employees directly engaged in day-to-day organizational operations.\u003c/p\u003e\u003cp\u003eThe organizations ranged in size from small (1\u0026ndash;50) to large (251+) and differed in technological maturity, leadership practices, and cultural adaptability to remote work. The interviews provided rich insights into how companies design, manage, and perceive remote or hybrid models. Experience Range: 1 to 30\u0026thinsp;+\u0026thinsp;years. Geographic/Cultural Diversity: Mix of Western, Middle Eastern, and Global companies. Finally, the interviews were conducted using multiple communication channels, including email, WhatsApp, Zoom, and Botim, reflecting the reliance on digital communication tools in contemporary professional contexts.\u003c/p\u003e"},{"header":"IV. FINDINGS","content":"\u003cdiv id=\"Sec11\" class=\"Section2\"\u003e\n \u003ch2\u003eIV.1 Data Analysis\u003c/h2\u003e\n \u003cdiv class=\"gridtable\"\u003e\n \u003ctable id=\"Tab1\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv class=\"CaptionNumber\"\u003eTable 1\u003c/div\u003e\n \u003cdiv class=\"CaptionContent\"\u003e\n \u003cp\u003eDescriptive Overview of Demographic and Organizational Characteristics of Interview Participants\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eNo.\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eHas the interview been translated from Arabic\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eAge Group\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eCurrent Job Title\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eYears of experience in this field\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eIndustry\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eCompany size\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eType of work Model\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eHave all questions been answered\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eVia\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e1\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eIt\u0026apos;s in English\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e25\u0026ndash;34\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eManager\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e19 years\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eImport \u0026amp; Export\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eSmall\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eFully Remote\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eYes\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eEmail\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e2\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eIt\u0026apos;s in English\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e25\u0026ndash;34\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eFounder/ CTO\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e5 years\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eSoftware Developer\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eSmall\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eFully Remote\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eYes\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eWhatsApp\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e3\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e35\u0026ndash;44\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eGeneral Manager\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e8 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eLogistics\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eNo\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eBotim\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e4\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e35\u0026ndash;44\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eGeneral Manager\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e4 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eShipping\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully Remote\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eZoom\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e5\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eCEO\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e5 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eUSA\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully Remote\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEmail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e6\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eMarketing Director\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e6 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eMarketing Agency and Film Production\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eNo\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e7\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e45\u0026ndash;54\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eTeacher Assistance\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e4 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eThis is a University field of Management\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eMedium\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully Remote\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEmail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e8\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e45\u0026ndash;54\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSenior frontend developer\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e15 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eTechnology\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eMedium\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEmail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e9\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e35\u0026ndash;44\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSolution Architect\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e10 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eTechnology\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eNo\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEmail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e10\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eExecutive Manager\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e6 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eShipping\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eBotim\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e11\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e55+\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eChairman\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e30\u0026thinsp;+\u0026thinsp;Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003ePerfume and cosmetics\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eMedium\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully in-office\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eNo\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e12\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eGeneral Physician\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e3 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully in-office\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eNo Answers\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEmail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e13\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eData Specialist\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e1 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSemi Government\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eLarge\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eNo\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e14\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSales Account Executive\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e5 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIT\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eLarge\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEmail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e15\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eManager\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e5 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eF\u0026amp;B\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEmail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e16\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eAdministrative\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e5 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEducational\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eLarge\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully in-office\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eNo\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e17\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003ePresident\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e11 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eRetail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully in-office\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e18\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eDirector of Project Control\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e8 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eConstruction\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eLarge\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e19\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e35\u0026ndash;44\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eAdmin\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e9 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eConstruction\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eLarge\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEmail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e20\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eReceptionist/PA\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e3 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFacilities Management\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully in-office\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e21\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e55+\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eBoard Member\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e30 years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eBanking\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eMedium\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e22\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e45\u0026ndash;54\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFreelancer\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25 years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eTechnology\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eNo\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e23\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e45\u0026ndash;54\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eCoordinator between the regional office and the company\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e7 years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003ePharmaceutical import\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eMedium\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e24\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e55+\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eGeneral Manager\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e35 years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eContraction\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eLarge\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEmail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e35\u0026ndash;44\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eConstruction Manager\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e10 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eProject and Construction Management\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eLarge\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e26\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e55+\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eManager\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e28 Years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eOil and Gas\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully in-office\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e27\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e45\u0026ndash;54\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eManager\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25 years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eRetail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully in-office\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e28\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e35\u0026ndash;44\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eCost Control Specialist, Finance\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e19 years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eOil and Gas\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eLarge\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully in-office\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEmail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e29\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e35\u0026ndash;44\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eManaging Director\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e20 years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eLegal\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eLarge\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eHybrid\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eYes\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eWhatsApp\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e30\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eIt\u0026apos;s in English\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e25\u0026ndash;34\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eBusiness owner\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003e5 years\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eF\u0026amp;B\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eSmall\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eFully in-office\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eNo\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eEmail\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n \u003c/div\u003e\n \u003cdiv id=\"Sec12\" class=\"Section3\"\u003e\n \u003ch2\u003eIV.1.1 Descriptive Overview of Demographic and Organizational Characteristics of Interview Participants:\u003c/h2\u003e\n \u003cp\u003eTable \u003cspan class=\"InternalRef\"\u003e1\u003c/span\u003e presents the sample of this study, which consists of 30 participants from various international companies. The study intentionally targeted managers, as they play a central role in shaping and maintaining company culture. When senior managers were unavailable, middle managers or employees provided perspectives, balancing managerial insights with those of employees in remote or hybrid work.\u003c/p\u003e\n \u003c/div\u003e\n \u003cdiv id=\"Sec13\" class=\"Section3\"\u003e\n \u003ch2\u003eIV.1.2 Industries represented in the interviews:\u003c/h2\u003e\n \u003cdiv class=\"gridtable\"\u003e\n \u003ctable id=\"Tab2\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv class=\"CaptionNumber\"\u003eTable 2\u003c/div\u003e\n \u003cdiv class=\"CaptionContent\"\u003e\n \u003cp\u003eIndustries represented in the interviews\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e1. Education\u003c/p\u003e\n \u003cp\u003ea. University Field of Management\u003c/p\u003e\n \u003cp\u003eb. Educational Institutions\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003e2. Technology \u0026amp; IT\u003c/p\u003e\n \u003cp\u003ea. Software Development\u003c/p\u003e\n \u003cp\u003eb. Technology\u003c/p\u003e\n \u003cp\u003ec. Information Technology (IT)\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e3. International Trade, Logistics \u0026amp; Shipping\u003c/p\u003e\n \u003cp\u003ea. Import \u0026amp; Export\u003c/p\u003e\n \u003cp\u003eb. Logistics\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e4. Construction \u0026amp; Engineering\u003c/p\u003e\n \u003cp\u003ea. Construction\u003c/p\u003e\n \u003cp\u003eb. Project and Construction Management\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e5. Marketing, Media \u0026amp; Creative Industries\u003c/p\u003e\n \u003cp\u003ea. Marketing Agency and Film Production\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e6. Pharmaceuticals \u0026amp; Healthcare\u003c/p\u003e\n \u003cp\u003ea. General Physician\u003c/p\u003e\n \u003cp\u003eb. Pharmaceutical Import\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e7. Consumer Goods\u003c/p\u003e\n \u003cp\u003ea. Perfume and Cosmetics\u003c/p\u003e\n \u003cp\u003eb. Food \u0026amp; Beverage (F\u0026amp;B)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e8. Government \u0026amp; Semi-Government\u003c/p\u003e\n \u003cp\u003ea. Semi-Government\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e9. Retail\u003c/p\u003e\n \u003cp\u003ea. Retail\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e10. Oil, Gas \u0026amp; Energy\u003c/p\u003e\n \u003cp\u003ea. Oil and Gas\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e11. Facilities \u0026amp; Administrative Services\u003c/p\u003e\n \u003cp\u003ea. Facilities Management (FM)\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e12. Finance \u0026amp; Banking\u003c/p\u003e\n \u003cp\u003ea. Banking\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e13. Legal Services\u003c/p\u003e\n \u003cp\u003ea. Legal\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"left\"\u003e\u0026nbsp;\u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n \u003c/div\u003e\n \u003c/div\u003e\n \u003cdiv id=\"Sec14\" class=\"Section3\"\u003e\n \u003ch2\u003eIV.1.3 Distribution of participants by age group.\u003c/h2\u003e\n \u003cp\u003eIt is a key part of your demographic analysis.\u003c/p\u003e\n \u003cdiv class=\"gridtable\"\u003e\n \u003cdiv align=\"char\" class=\"colspec\"\u003e\u003cbr\u003e\u003c/div\u003e\n \u003ctable id=\"Tab3\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv class=\"CaptionNumber\"\u003eTable 3\u003c/div\u003e\n \u003cdiv class=\"CaptionContent\"\u003e\n \u003cp\u003eDemographic Profile of Participants by Age Group\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eAge Group of Participants\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eNumber of participants\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e25\u0026ndash;34\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e14\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e35\u0026ndash;44\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e7\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e45\u0026ndash;54\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e55+\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e4\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eTotal\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e\u003cstrong\u003e30\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n \u003c/div\u003e\n \u003cp\u003eAs shown in Fig. \u003cspan class=\"InternalRef\"\u003e1\u003c/span\u003e, in terms of age groups, the majority of participants were between 25\u0026ndash;34 years old, followed by those in the 35\u0026ndash;44 and 45\u0026ndash;54 categories, with a smaller proportion aged 55 and above. This distribution indicates that the sample included both younger professionals with early-to mid-level experience and senior managers with extensive years in the workforce.\u003c/p\u003e\n \u003c/div\u003e\n \u003cdiv id=\"Sec15\" class=\"Section3\"\u003e\n \u003ch2\u003eIV.1.4 The 30 interviews included participants from different work models:\u003c/h2\u003e\n \u003cdiv class=\"gridtable\"\u003e\n \u003ctable id=\"Tab4\" border=\"1\"\u003e\n \u003ccaption language=\"En\"\u003e\n \u003cdiv class=\"CaptionNumber\"\u003eTable 4\u003c/div\u003e\n \u003cdiv class=\"CaptionContent\"\u003e\n \u003cp\u003eWork Model Distribution Among Participants\u003c/p\u003e\n \u003c/div\u003e\n \u003c/caption\u003e\n \u003cthead\u003e\n \u003ctr\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eTypes of Work Model\u003c/p\u003e\n \u003c/th\u003e\n \u003cth align=\"left\"\u003e\n \u003cp\u003eNumber of Companies\u003c/p\u003e\n \u003c/th\u003e\n \u003c/tr\u003e\n \u003c/thead\u003e\n \u003ctbody\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eFully Remote\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e5\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eHybrid\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e16\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003eFully in-office\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e9\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003ctr\u003e\n \u003ctd align=\"left\"\u003e\n \u003cp\u003e\u003cstrong\u003eTotal\u003c/strong\u003e\u003c/p\u003e\n \u003c/td\u003e\n \u003ctd align=\"char\"\u003e\n \u003cp\u003e30\u003c/p\u003e\n \u003c/td\u003e\n \u003c/tr\u003e\n \u003c/tbody\u003e\n \u003c/table\u003e\n \u003c/div\u003e\n \u003cp\u003eFigure \u003cspan class=\"InternalRef\"\u003e2\u003c/span\u003e concerns the type of work model; the data indicated significant variation: Out of 30 companies, 5 operated fully remote, 16 adopted hybrid models, and 9 maintained fully in-office arrangements. This diversity was crucial for identifying differences in employee engagement, communication, and organizational culture across different working structures.\u003c/p\u003e\n \u003cp\u003e\u003cstrong\u003eIV.2 Thematic Analysis\u003c/strong\u003e\u003c/p\u003e\u003cspan\u003e\n \u003cp\u003e\u003cstrong\u003ea. Remote Work Policies and Support\u003c/strong\u003e\u003c/p\u003e\n \u003c/span\u003e\n \u003cp\u003eAcross companies, remote work policy adoption varied. Some embraced remote-first models, providing tools for effective work from home, while others limited remote work or expected employees to return post-pandemic. Participants noted that despite investments in digital tools, some sectors remained reluctant to formalize long-term policies. This highlights that organizational readiness depends on sector, leadership, and digital experience.\u003c/p\u003e\u003cspan\u003e\n \u003cp\u003e\u003cstrong\u003eb. Impact on Company Culture\u003c/strong\u003e\u003c/p\u003e\n \u003c/span\u003e\n \u003cp\u003eRespondents consistently noted that remote work reshaped workplace culture. For some, it fostered inclusivity and flexibility, allowing employees to work comfortably from any location. However, many also emphasized the erosion of social cohesion; \u0026ldquo;less laughter and less time together\u0026rdquo; was a phrase one manager used to describe the shift. Others observed that employees became more task-oriented but less socially aware. The findings reveal a dual effect: remote work encouraged autonomy and independence but also reduced the sense of belonging and informal cultural exchange.\u003c/p\u003e\u003cspan\u003e\n \u003cp\u003e\u003cstrong\u003ec. Benefits, Challenges, and Solutions\u003c/strong\u003e\u003c/p\u003e\n \u003c/span\u003e\n \u003cp\u003eThe main benefits cited included \u003cstrong\u003eflexibility, cost savings, and productivity gains\u003c/strong\u003e from reduced commuting. However, challenges were equally visible. Isolation, communication breakdowns, and declining motivation were repeatedly raised concerns. To counter these, companies experimented with \u003cstrong\u003eteam-building exercises, surveys, and optional social meetings\u003c/strong\u003e. Some organizations used monitoring tools like Slack for task tracking to balance productivity and freedom. These responses show that remote work boosts efficiency but needs strategies to maintain morale and collaboration.\u003c/p\u003e\u003cspan\u003e\n \u003cp\u003e\u003cstrong\u003ed. Productivity and Employee Engagement\u003c/strong\u003e\u003c/p\u003e\n \u003c/span\u003e\n \u003cp\u003eProductivity impacts were mixed. Many employees reported higher efficiency due to fewer distractions and saved commuting time. Others described new issues such as blurred work-life boundaries, with employees working outside official hours. Engagement also showed a dual pattern: flexibility boosted motivation, but remote setups risked draining employees of energy and disconnecting them from organizational vision. Companies tried to maintain engagement through \u003cstrong\u003eshort daily meetings, recognition, and regular reports\u003c/strong\u003e. The results highlight that engagement in remote contexts depends on structured communication and fair workload management.\u003c/p\u003e\u003cspan\u003e\n \u003cp\u003e\u003cstrong\u003ee. Leadership and Communication\u003c/strong\u003e\u003c/p\u003e\n \u003c/span\u003e\n \u003cp\u003eLeadership emerged as a decisive factor in shaping remote work experiences. Some organizations ensured fairness by offering equal options for hybrid attendance, while others used performance evaluations and goal-based assessments. Transparent communication was maintained through \u003cstrong\u003eopen document sharing, phone calls, direct messaging, and board announcements\u003c/strong\u003e. Still, a few participants acknowledged difficulties in sustaining consistent supervision and in balancing inclusivity across remote and on-site staff.\u003c/p\u003e\u003cspan\u003e\n \u003cp\u003e\u003cstrong\u003ef. Future of Remote Work\u003c/strong\u003e\u003c/p\u003e\n \u003c/span\u003e\n \u003cp\u003eMost respondents predicted that remote or hybrid work will continue to be significant, citing its role in enhancing flexibility, attracting global talent, and saving costs. A minority, however, remained skeptical, arguing that remote models weaken creativity and cohesion, particularly in sectors dependent on in-person collaboration. Recommendations for the future include building stronger social support systems, keeping meetings short, and organizing periodic in-person gatherings to strengthen cultural bonds.\u003c/p\u003e\n \u003c/div\u003e\n\u003c/div\u003e"},{"header":"V. CONCLUSION","content":"\u003cp\u003eThis study analysed thirty interviews with managers and employees from various industries and countries to examine the impact of remote work on company culture. The findings reveal that remote work is a double-edged phenomenon: while it offers flexibility, cost savings, and productivity benefits, it also presents challenges in sustaining engagement, cohesion, and organizational identity.\u003c/p\u003e\n\u003cp\u003eThe thematic analysis showed that policies and support systems determine how effectively remote work is embedded in practice. Cultures shifted toward greater independence and reliance on digital tools, but at the expense of informal interactions and social bonds. Leadership practices, particularly fairness, transparent communication, and recognition, emerged as critical factors in whether remote models succeed or weaken company culture.\u003c/p\u003e\n\u003cp\u003eOverall, the study suggests that remote work is not a universal solution but a context-dependent practice. In many cases, hybrid models appear to balance flexibility with collaboration, allowing organizations to adapt without losing their cultural foundations.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eVI. LIMITATIONS \u0026amp; RECOMMENDATIONS:\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eVI. 1 Limitations\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eSeveral limitations should be acknowledged. First, the analysis is based on thirty interviews, which, while rich in depth, do not fully capture all sectors or regions. Second, the sample is heterogeneous, spanning IT, logistics, education, healthcare, and other industries, making it difficult to generalize findings across all contexts. Third, the data relies on self-reported perceptions, which may reflect personal experiences more than organizational realities. Finally, the study captures a snapshot in time, and remote work practices may continue to evolve in the coming years as companies refine their policies.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eVI.2 Recommendations\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003ea. Strengthening Communication and Inclusivity\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eOrganizations should invest in digital platforms that ensure open, transparent, and inclusive communication across remote and in-office employees. Regular informal check-ins and social activities should complement formal meetings to rebuild cohesion.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eb. Leadership Development\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eLeaders must be trained in remote supervision, fairness, and engagement strategies. Emphasis should be placed on recognizing contributions equally, regardless of work location.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003ec. Support Employee Well-being\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eImplement wellness initiatives, such as flexible scheduling, mental health support, and recognition programs, to combat isolation and burnout.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003ed. Adopt Hybrid Models Where Feasible\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eA balanced hybrid model allows organizations to retain the benefits of flexibility while preserving opportunities for collaboration and cultural reinforcement through in-person interactions.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003ee. Continuous Policy Evaluation\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eCompanies should adopt a feedback-driven approach, regularly evaluating their remote work policies and adjusting them based on employee input and performance outcomes.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003eEthics Approval Statement \u0026ldquo;This study was conducted in accordance with the ethical standards of Istanbul Aydın University, Social and Humanities Ethics Committee. Approval for the study was granted by the committee under the supervision of Prof. Akın Marşap.\u0026rdquo; Consent to Participate Statement \u0026ldquo;All participants were informed about the purpose of the study and provided their voluntary consent to participate. Consent to publish anonymized interview responses was also obtained.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\u003cli\u003e\u003cspan\u003eALEEM M, SUFYAN M, AMEER, I., MUSTAK M (2022) Remote work and the COVID-19 pandemic: An artificial intelligence-based topic modeling and a future agenda, \u003cem\u003eJournal of Business Research\u003c/em\u003e, (vol. 154, p. 113303). Elsevier BV. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1016/j.jbusres.2022.113303\u003c/span\u003e\u003cspan address=\"10.1016/j.jbusres.2022.113303\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e\u003cli\u003e\u003cspan\u003eBAILEY DE, KURLAND NB (2002) A review of telework research: Findings, new directions and lessons for the study of modern work. 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Elsevier BV. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1016/j.tra.2024.104273\u003c/span\u003e\u003cspan address=\"10.1016/j.tra.2024.104273\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e\u003cli\u003e\u003cspan\u003eYANG L, HOLTZ D, JAFFE S, SURI S, SINHA S, WESTON J, SHAH JOYCEC, N., SHERMAN, K., HECHT, B., TEEVAN J, The Effects of Remote Work on Collaboration Among Information Workers (2022) \u003cem\u003eNature Human Behaviour\u003c/em\u003e, (Vol. 6, No. 1, pp. 43\u0026ndash;54) Nature Portfolio. \u003cspan class=\"ExternalRef\"\u003e\u003cspan class=\"RefSource\"\u003ehttps://doi.org/10.1038/s41562-021-01196-4\u003c/span\u003e\u003cspan address=\"10.1038/s41562-021-01196-4\" targettype=\"DOI\" class=\"RefTarget\"\u003e\u003c/span\u003e\u003c/span\u003e\u003c/span\u003e\u003c/li\u003e\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":true,"highlight":"","institution":"Istanbul Aydın University","isAcceptedByJournal":false,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":true,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"Remote Work, Organizational Culture, Remote Work Advantages and Disadvantages, Employee Engagement","lastPublishedDoi":"10.21203/rs.3.rs-7708599/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-7708599/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003e\u003cstrong\u003ePurpose:\u003c/strong\u003e This research explores the impact of remote work on company culture, investigating its effects on employee engagement, trust, company values, and evolving leadership roles. Accelerated by the COVID-19 pandemic, the study addresses critical challenges in remote work, including reduced supervision, mentoring, motivation, and innovation, alongside increased workplace stressors such as isolation, communication barriers, and blurred work-life boundaries.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eDesign/Methodology:\u003c/strong\u003e Data were collected through semi-structured interviews (via email, WhatsApp, and video conferencing) and a literature review of journals, case studies, and reports. Qualitative analysis interprets responses and compares the findings with existing literature, providing recommendations for future research. It examines the impact of remote work post-COVID-19 and trends through interviews with 30 international managers, sometimes including middle- or lower-level employees. While focusing mainly on managerial viewpoints, employee input helped ensure managerial perspectives remained central when managers were unavailable.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eFindings:\u003c/strong\u003e Remote work fosters flexibility, autonomy, and cost savings but also risks reducing social cohesion, engagement, and cultural identity. Leadership and transparent communication are essential in maintaining trust and fairness, while hybrid models appear most effective in balancing flexibility with collaboration. Although most participants foresee remote work remaining central, its success depends on context, industry, and deliberate culture strategies.\u0026nbsp;\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eOriginality/Value:\u003c/strong\u003eIt aims to provide insights for organizations to adjust cultural strategies for maintaining online productivity and collaboration, and to effectively reshape organizational culture for hybrid or fully remote contexts.\u003c/p\u003e","manuscriptTitle":"The Impact of Remote Work on Company Culture: An Interview-based Analysis","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2025-10-01 08:12:01","doi":"10.21203/rs.3.rs-7708599/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"12959a46-dedb-4be8-877a-66bec1d718da","owner":[],"postedDate":"October 1st, 2025","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"posted","subjectAreas":[{"id":55303506,"name":"Management"}],"tags":[],"updatedAt":"2025-10-01T08:12:01+00:00","versionOfRecord":[],"versionCreatedAt":"2025-10-01 08:12:01","video":"","vorDoi":"","vorDoiUrl":"","workflowStages":[]},"version":"v1","identity":"rs-7708599","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-7708599","identity":"rs-7708599","version":["v1"]},"buildId":"8U1c8b4HqxoKbykW_rLl7","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}