Resistance to change: implementing smart working in Italian public administrations

Abstract

This research explores the opportunities and challenges of smart working in Italian public administration. Using the UTAUT model by Venkatesh et al. (2003), we analyze technological barriers and the impact of regulations on decision-making. We present two case studies of Italian public administrations under different ministries, where smart working adoption varies. One represents a typical case where remote work is possible, while the other is a deviant case where it is not. From a theoretical point of view, our results extend the Venkatesh model by contextualizing it to the Italian reality, and provide important insights in the Human Resource Management area. Our findings reveal that the nonadoption of smart working is not solely a technological issue but is significantly influenced by cultural barriers, such as distrust between managers and employees, as well as a perceived loss of managerial control. While employees are generally eager to embrace smart working to enhance work-life balance and productivity, these cultural barriers create resistance within organizations, and increase employees\u27 turnover intentions. The practical contribution of the research is to provide policy-makers with the necessary tools to establish a labor law framework that highlights the efficiencies and inefficiencies emphasized within the specific contingencies of public administrations