The study examines how we should rethink multilocational digitalised work
No two companies, work cultures, or operating models are exactly alike. This is the conclusion reached by the project leaders, Professors Anne Mäkikangas and Teemu Laine.
During the WorkWell research project’s company meetings, it became clear that companies are undergoing a period of transition for various reasons, and the cause is not solely the increase in hybrid work. Although the research project focuses on building a sustainable working life model for multilocational digitalised work, different ownership structures, work cultures, organisational structures, supervisory work, as well as retirement and the entry of a new generation into the labor market, came up in many discussions between researchers and company representatives.
“The world of work has been in turmoil in recent years in the wake of the COVID-19 pandemic and due to the global political situation, which is reflected in the day-to-day reality of workplaces. In addition, companies are also challenged by industry transformation, rapid technological advancements particularly in artificial intelligence and the diverse ways in which staff operate, starting with how they define their roles. For some, for example, multilocational digitalised work means working on-site with clients; for others, it involves organising their work as an expert, whether remotely or on-site and often a combination of all these,” Laine explains.
Researchers at the University of Tampere are interested in different organisational structures and the effects that organisational arrangements and work arrangements have on workflow, well-being at work, and productivity. The goal is to level the playing field in terms of individual career paths and workloads, and to implement best practices within organisations.
“Companies are looking to the research project for answers on how to completely rethink the management and implementation of multilocational digitalised work, and they hope to receive guidance on organizational practices for multilocational digitalised work that take into account all individuals, work communities, and various working methods and locations. We’re approaching this by looking at choices: what we can choose to do to achieve the best possible results in terms of performance and well-being, and how these choices are shaped alongside the organization’s “core choices,” says Laine.
The series of company visits has also proven exceptionally fruitful from the perspective of the project’s research methods.
“Thanks to these meetings, researchers have gained a unique window into the reality of multilocational digitalised work not just on a conceptual level, but concretely as the diversity of everyday work. Thanks to this, we can now see the diversity of multilocational digitalised work in everyday life and, as a result, begin researching the topic using entirely new research designs in the fall of 2026,” Mäkikangas notes.
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Performance and well-being are built into the daily operations of organisations every day. The project’s goal is to produce concrete results to support leadership in rethinking what needs to be done.
“Together with companies, we have defined performance and well-being and considered the roles of leadership and guidance, as well as those of individuals and work communities. We are very excited to have companies on board with this project that genuinely want to develop and contribute to building a better working life,” Laine notes.
“Focusing solely on the individual or organizational level has reduced the discussion to a black-and-white dichotomy, even though both perspectives are needed to achieve the best results. We cannot focus on just one; instead, work, well-being, and productivity must be viewed holistically in the day-to-day reality of work,” Mäkikangas continues.
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The aim of the WorkWell project is to develop a model for sustainable working life when multilocational digitalised work challenges companies to innovate. The three-year project, funded by Business Finland and launched at the end of 2025, involves experts from work psychology and sosiology, financial and performance management. Six pioneering companies have been selected to co-develop a sustainable and well-being-enhancing working life.
