Hybrid Work and Its Association with Organizational Commitment: A Mixed-Methods Organizational Case Study in a Consulting Firm in Chimbote, Peru

<ns3:p>Abstract* Background The global consolidation of hybrid work models has prompted growing scholarly interest in their organizational consequences, particularly regarding employee commitment. In Peru, where hybrid arrangements are still being institutionalized across service sectors, evidence of their impact on organizational commitment remains scarce. Methods This study employed a sequential explanatory mixed-methods design. A survey instrument grounded in Hackman and Oldham’s (1976) Job Enrichment Model and Meyer and Allen’s (1991) Three-Component Model was administered to a census sample of 60 employees of a consulting firm in Chimbote, Peru. Quantitative data were analysed using IBM SPSS Statistics v.29, including simple linear regression and Spearman correlation. Instrument reliability was assessed via Cronbach’s alpha (α = .883). Additionally, semi-structured interviews were conducted with four area leaders to provide qualitative depth and contextual explanation of the quantitative findings. Results Hybrid work exerted a positive and statistically significant influence on organizational commitment (β = 0.455, p &lt; .001). Among the dimensions analysed, job autonomy demonstrated the strongest correlation with commitment (ρ = 0.693, p &lt; .001), followed by work flexibility (ρ = 0.661, p &lt; .001) and communication and coordination (ρ = 0.648, p &lt; .001). Descriptive results showed that 55.0% of employees reported high levels of hybrid work implementation, while 58.3% exhibited high organizational commitment. Qualitative findings corroborated these results, highlighting strengthened digital skills, improved self-management, and enhanced trust between teams and leaders as key mediating factors. Conclusions Proper management of hybrid work—anchored in autonomy, flexibility, and continuous communication—strengthens organizational commitment in professional service organizations. These findings contribute to the growing body of evidence on hybrid work management in emerging economies and offer actionable guidance for human resource practitioners in the Latin American context.</ns3:p>