The practice of telework, remote work, and working from home has grown significantly across the pandemic era (2020+). These practices offer new ways of working but come with a lack of clarity as to the role it plays in supporting the wellbeing of staff. (1) Background: the purpose of this study is to examine the current literature on wellbeing outcomes and effects of telework; (2) Methods: this study adopts a systematic literature review from 2000-2022 using the PRISMA approach and thematic analysis guided by the United Nations Sustainable Development Goals (Wellbeing, Decent Work, Gender Equality, and Inclusive Production); (3) Results: it was evident that there is a lack of clarity on the actual effects of telework on employee wellbeing, but it appeared that it had a generally positive effect on short-term wellbeing of staff, and created more flexible and proactive work design opportunities; (4) Conclusions: there is a need for more targeted research into work designs that support wellbeing and productivity of staff, and consider the environmental sustainability changes from reduced office and onsite work and increased working from home.

In the context of the pandemic caused by Covid-19, an important aspect that was affected and changed was the way people communicate. Communication efficiency can be improved by using modern technologies, for example: mobile devices, digital audio and video platforms, text platforms, social media and more. For further economic success, digital skills are needed not only for executives, but also for managers, in order to be able to lead teams and avoid situations of stress and tension in the virtual environment. This scientific paper includes a primary research of how the pandemic affected the communication at the workplace. For this a qualitative analysis was first performed, in which the interview was used as a working tool. Next, on the basis of a questionnaire, a hypothesis was formulated and validated afterwards through multiple linear regression. This research highlighted the particularly important role of communication and, in this context, the role of the remote team leader. In order to keep the team motivated and interested in the virtual environment, the manager must use modern tools to motivate, support and express his appreciation when the team, respectively the members of his team, achieve their goals successfully.

With increased participation in telework expected to continue, to support emerging hybrid work models in the aftermath of the Covid-19, it is important to consider the long-term impact this practice could have on sustainability outcomes. This paper describes a systematic review of 113 academic journal articles and identifies associations between telework and sustainability, explored by previous researchers. Those associations were categorized and discussed, based on their contributions to different United Nations Social Development Goals. Most of research was found to focus on countries classified as having a very high human development index status, and regions with a low, medium or high human development index, largely ignored. The SWOT matrix technique was used to illustrate the strengths and weaknesses identified in the current literature as well as threats and opportunities for future work. This can help to ensure policy coherence and that strategies to promote one outcome, such as economic productivity improvements, does not undermine another, such as improved health. Practical implications and potential research opportunities were identified across a range of SDG impact areas, including good health and well-being, gender equality, reduced inequality, climate mitigation, sustainable cities and resilient communities. On the whole, our impression is that increased rates of telework present an important opportunity to improve sustainability outcomes, however, it will be important that integrated and holistic policy is developed that mitigates key risks.

A new research stream emerged in the 2000s dedicated to flexible work arrangements in public and private organizations, called “new ways of working” (NWW). This article aims to examine NWW from both a theoretical and empirical perspective, focusing on outcomes of this new concept and the debate between “mutual gains” vs. “conflicting outcomes.” Through a literature review, it examines this research field’s innovation and its rather vague theoretical foundations. Findings demonstrate that NWW definitions are diverse and somewhat imprecise, leading to fragmented research designs and findings; the research stream’s theoretical foundations should be better addressed. Findings also highlight the current lack of empirical data, which therefore does not allow any real conclusions on NWW’s effects on employees’ and organizations’ well-being and performance.