High empowerment or low connectivity? How hybrid work affects proactive career behavior

Purpose With the rapid development of AI and other information technologies, digital-intelligent transformation is reshaping traditional work models. Hybrid work, due to its flexibility in time and location, has gained widespread acceptance. However, its relationship with employee behavior and organizational management remains unclear. Drawing on the Job Demands-Resources model, this study examines how perceived hybrid work experience relates to employees' proactive career behavior through job resources and job demands, and further considers supervisor developmental feedback as a moderator. Design/methodology/approach To test our hypotheses, we collected data from 353 employees in five companies in the internet and service sectors in Beijing, Shanghai, and Jiangsu using a three-wave time-separated survey design. Findings The results suggest that perceived hybrid work experience is positively indirectly related to proactive career behavior through job autonomy, but negatively indirectly related to proactive career behavior through job alienation. The positive relationship between perceived hybrid work experience and job autonomy was stronger when supervisor developmental feedback was high, whereas the positive relationship between perceived hybrid work experience and job alienation was weaker when supervisor developmental feedback was high. Originality/value This study's findings provide theoretical insights into proactive career behavior in hybrid work contexts and offer practical references for organizations to design more supportive management practices.