The uneven implementation of the 4-day workweek: organizational cultures in tension

Abstract

PurposeDespite the different scientific contributions about the 4-day workweek, there is a lack of research into the role of organizational cultures in implementing the 4-day workweek. This article addresses that gap, discussing the extent to which specific types of organizational culture favour the experience of implementing the 4-day workweek and the tensions that surround it.Design/methodology/approachThis article is based on a case study exploring how the uneven implementation of a 4-day workweek in a small company relates to organizational cultures and their tense dynamics. Data was collected through semi-structured interviews and an organizational culture assessment instrument.FindingsThis case study reveals that the uneven implementation of the 4-day workweek is favoured by the hybrid organizational culture of a small company, combining tradition and innovation leadership styles. It discusses a double tension between current and preferred organizational cultures, as well as inside the existing hybrid organizational culture, which managed to accommodate both 4-day and 5-day working formats.Originality/valueThis study outlines the underexplored scientific area of organizational cultures in leveraging the 4-day workweek and the tensions that arise from running through it. In addition, it offers insights for organizations and practitioners' debate because it discusses an uneven experience of implementing the 4-day workweek as it includes workers who joined, declined or were excluded from the 4-day format by a unilateral decision of the administration.