Flexible working during the Covid-19 pandemic: gains and strains in a Chinese state-owned organisation

The Covid-19 pandemic has accelerated the adoption of flexible working practices (FWPs) worldwide and also aroused greater research interest mostly in the UK/western context. By contrast, the utilisation of flexible working in the Chinese context has been under-researched before and during the pandemic. Drawing on social exchange theory and Job Demand-Resource (JD-R) theory and using a case study of a Chinese state-owned organisation, this research aims to identify and analyse the gains and strains associated with FWPs introduced and adopted prior to and during the pandemic and consider how these experiences are likely to shape the future of FWPs post-pandemic. Additionally, this research attempts to discover whether national contexts and industrial and/or organisation circumstances determine what, when and how to use flexible working as evidenced in previous studies. Whilst the results confirm positive effects FWPs have on employee engagement and retention, and on business continuity and employee wellbeing during the pandemic, the empirical analysis highlights the performance-driven patterns in use and impacts of some FWPs which cause concerns and dilemmas. Besides, the increasing intense market competition, the changing face of state-owned enterprises, and managerial attitudes have been found to have significant effects on the use of FWPs. This study has implications for organisations as they envision future FWPs.