Abstract

A hybrid working model (HWM), in which work is divided between in-office and out-of-office, is an organizational strategy that has emerged in recent years in several industries and types of work. Implementing this strategy has implications for existing practices, such as procedures, fairness, resource management, and the application of organizational culture. One of the industries affected by this strategy is banking. Amid digitalization, which forces banks’ business models to transform, the HWM presents challenges. Although the digitalization of banking has shown the need for the concept of e-culture, where culture is applied digitally, studies investigating this are still limited. This study aims to evaluate how e-culture is applied during the implementation of an HWM in a company engaged in the banking sector. Using a qualitative approach, three senior managers and four employees were interviewed. Each participant played a role in leading and facilitating the digital implementation of corporate values while an HWM was being investigated. The results show that two company values, which are related to relationships and creating a work atmosphere, are greatly affected. Three more values, namely decisiveness, innovation, and the purpose of action, have broader implications. The way companies build trust and maintain interactions is impacted in particular. This study contributes to banking business management practices and will help accelerate the digital transformation they now require. From a conceptual point of view, this study will add to the existing literature and discuss the future of work, e-culture, corporate transformation, and organizational behavior.