Persistence and Resilience in Smart/Hybrid Working Practice: A Gender Evaluation in Public Sector

This research aims to evaluate and highlight the potential mesostructured architecture of established behaviours and operational practices based on the working model change imposed by the pandemic emergency in the public sector. After the intervention of an exogenous shock, the readiness, perceived usefulness and ease-of-use of technologies made the Technology Acceptance Model [TAM] verifiable. Concurrently, it is also possible to verify the Theory of Planned Behaviour [TPB] in the motivation and intention to change employees’ working habits under the lens of complexity and urgency, involving a From Knowledge To Knowledge Strategy [FKTKS]. The research protocol encompasses semi-structured interviews with public managers in Italy, alongside a perceptual and sentiment trend analysis of 70 public employees [35 females and 35 males] regarding their sentiments on digital transition and smart/hybrid working habits before, during, and after the pandemic. In the public sector, change is perceived as a shock-generative tension. In this way, the research aims to answer the genderised issue related to the perception and the persistence of using digital tools in the workplace during the post-urgency period as a regular habit based on perceived usefulness and ease-of-use. The study highlights a gender-specific trend in the use of the smart/hybrid working model after the health emergency. This propensity may also be attributable to the gender traits defined by Hofstede, within whose paradigm the interpretative dynamic provided is embedded. The during-COVID-19 acceptance and usage behaviours define an element related to masculinity because of its urgency and pressing deadlines. In contrast, endurance connects to femininity, emphasising resilience and long-term goals. This approach prioritises resilience and comprehensive well-being, focusing on achieving a good work–life balance [WLB] rather than just addressing immediate issues.