AUTHOR=Peristera Paraskevi , Bergljottsdotter Christine , Leineweber Constanze 

TITLE=When home becomes the office: navigating challenges and embracing possibilities in telework in Sweden during and after the COVID-19 pandemic

JOURNAL=Frontiers in Psychology

VOLUME=Volume 16 - 2025

YEAR=2025

URL=https://www.frontiersin.org/journals/psychology/articles/10.3389/fpsyg.2025.1516074

DOI=10.3389/fpsyg.2025.1516074

ISSN=1664-1078

ABSTRACT=IntroductionThe COVID-19 pandemic was a disruptive event that forced employees worldwide to quickly shift to telework. This qualitative study explored employees’ experiences of telework during and after the COVID-19 pandemic in Sweden, where a more liberal approach to restrictions and telework was taken, focusing on changes in perceptions of work, work–nonwork interplay, relationships, wellbeing, health, and work–life balance.MethodsSemi-structured interviews, which were transcribed verbatim using Amberscript, were conducted with 16 participants from the SLOSH-Corona survey, who teleworked during the COVID-19 pandemic and continued to telework to varying extent after the removal of restrictions.ResultsReflexive thematic analysis, based on Braun and Clarkes six step, identified five main themes: (1) having what it takes: the hoffice; (2) all work and no play: efficacy and loneliness; (3) faces of flexibility: freedom and balancing boundaries; (4) leadership challenges: bridging the gap between employee- and organizational needs; (5) survive or thrive? Telework and quality of life. Overall, telework was associated with high work efficacy. Additionally, increased work flexibility combined with effective management of work-nonwork boundary and strong supervisor support improved work-life balance, wellbeing, and quality of leisure time. However, work intensification was also high, as well as work-related isolation, ergonomic health problems, and sickness presence.DiscussionFor future telework to be sustainable, organizations would benefit from providing employees with home-based work supplies, and in particular, implementing leadership based on trust, enhanced work-related social connection, and organizational norms supporting clear work-nonwork boundaries.