Advancing virtual and hybrid team well-being through a job demand-resources lens

Abstract

As the modern workplace evolves, the shift to virtual and hybrid team working necessitates a re-evaluation of well-being. While workplace well-being research has predominantly focused on the individual level, understanding team-level well-being is critical, as its underlying psychological and social processes differ. This study applies the Job Demands-Resources (JD-R) framework to virtual and hybrid contexts globally, demonstrating the dual nature of demands and resources at the team level, where the same constructs may contribute to driving positive gain cycles or negative loss cycles of well-being. Through reflexive thematic analysis, we analysed thirty semi-structured interviews with leaders and twenty-nine focus groups with 3–6 team members each (n = 110) across more than twelve industries and geographies. Our findings revealed three candidate themes: “Choice Matters”, “It’s Business and It’s Personal” and “Leader as Social Influencer”. This research extends JD-R theory by advancing its applicability to team-level well-being in virtual and hybrid contexts. Practical insights include empowering teams through redesigning work practices to establish sustainable boundaries, aligning communication norms, and fostering inclusive connections that accommodate diverse needs in the modern workplace.