MIT Sloan Management Review Article on Figuring Out Social Capital Is Critical for the Future of Hybrid Work

For many companies, the early months of the pandemic and the transition to remote work led to a jump in productivity. Despite the uncertainty and volatility of the global crisis — not to mention the seemingly constant Zoom calls — many teams were enabled by a strong foundation of social capital that had been established by previous long-term collaboration and in-person interactions.

Established social capital made it relatively easy to shift to remote work without losing a sense of the larger organizational context. But over time, organizations shift in the way they function — even ones where many employees are working remotely — as the economic situation evolves and teams are disbanded and reformed to address changing competitive landscapes.

About the Author

Jennifer J. Deal and Alec Levenson are both senior research scientists at the Center for Effective Organizations in the Marshall School of Business at the University of Southern California (@CEOusc).

Dr. Deal (@JenniferJDeal) is a contributor to The Wall Street Journal’s “Experts” panel on leadership, and her research and consulting focus on the human side of work.

Dr. Levenson’s (@alec_levenson) research and consulting work optimizes organizational performance through work design, analytics, and strategic talent management.

Learn more about MIT SMR.