Since the beginning of the pandemic, working from home has become the prevalent way of working for many employees around the world. Consequently, the nature of daily interac ti ons that previously were taken for granted has changed pro ‐ foundly, a ffec ti ng the quality of the work experience. Pursuing connec ti ons rather than disconnec ti ng oneself from others can be a purposeful act leading to a posi ti ve work experience and thriving. However, there is limited research available about how to thrive while working remotely. Drawing on the micro ‐organiza ti onal literature, this paper presents a frame ‐ work for individual thriving while working from a home o ffice by nurturing rela ti onships with various stakeholders. Guided by theory on rela ti onships, thriving, and individual accounts of rela ti onship challenges while working from home during the pandemic, we propose strategies for maintaining frui tf ul rela ti onships in circumstances characterized by uncertainty, anxiety, and loneliness. We argue that employees can be the designers of the following high ‐quality rela ti onships, which may transform their remote work experience: the rela ti onship with self, with colleagues, with leaders, and with one’s part ‐ ner and family. In this way we make theore ti cal contribu ti ons to Spreitzer et al.’s model of employee thriving. Keywords: working from home, remote work, rela ti onships, thriving, strategies Abstract WORK IS WHERE HOME IS, OR VICE VERSA? A MULTI ‐STAKEHOLDER LENS ON NURTURING RELATIONSHIPS FOR THRIVING Katarina Katja Miheli č University of Ljubljana School of Economics and Business, Slovenia katja.mihelic@ef.uni ‐lj.si Ajda Merkuž University of Ljubljana School of Economics and Business, Slovenia ajda.merkuz@ef.uni ‐lj.si Jose Aldo Valencia Hernandez Na ti onal University of Ireland, Maynooth University, Ireland aldo.valencia@mu.ie Diellza Gashi Tresi, PhD Kolegji Riinvest, Kosovo diellzag@gmail.com Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 31 Acknowledgement We gratefully acknowledge funding received from the European Union’s Horizon 2020 Research and Inno ‐ va ti on program under Marie Sklodowska ‐Curie grant agreement number 734824 that facilitated the wri ti ng of this paper. Vol. 10, No. 2, 31 ‐46 doi:10.17708/DRMJ.2021.v10n02a03 Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 32 Katarina Katja Miheli č, Ajda Merkuž, Jose Aldo Valencia Hernandez, Diellza Gashi Tresi: Work is Where Home is, or Vice Versa? A Mul ti‐ Stakeholder Lens on Nurturing Rela ti onships for Thriving 1 INTRODUCTION In 2020 the vola ti lity, uncertainty, complexity and ambiguity (VUCA) world of work obtained a new meaning when working from home (WFH) becoming a requirement for many and not simply a ma tt er of personal preference. Whereas in 2019 only 5.4% of EU ci ti zens worked from home (Eurostat, 2020), in 2020 the social distancing measures required for the COVID ‐19 pandemic forced many to cease going to an o ffice and to set up a permanent workspace at home. This exacerbated the characteris ti cs of the pre ‐COVID ‐ 19 contemporary workplace such as constant connec ‐ ti vity, expecta ti ons to respond quickly, and blurring of boundaries between work and nonwork (Kolb, Caza, & Collins, 2012; Mazmanian, 2013). Anecdotal evi ‐ dence indicates that the speed of working while at home actually has increased, alongside a spike in the number of virtual mee ti ngs, making Zoom fa ti gue a real ‐life phenomenon (Fosslien & Du ffy, 2020). Although remote working, which refers to per ‐ forming work at a loca ti on that is not a company o ffice (including working from home and working from any ‐ where) brings benefits in terms of improved produc ‐ ti vity, well ‐being, job sa ti sfac ti on, and commitment (Choudhury, 2020; Felstead & Henseke, 2017), evi ‐ dence points to various drawbacks that prevent em ‐ ployees from thriving under such condi ti ons—for example, the intensifica ti on of work, the di fficulty of switching o ff (Felstead & Henseke, 2017), and nega ‐ ti ve interference with regard to the twin spheres of home and work (Wang, Liu, Qian, & Parker, 2021) along with the related strain (Perry, Rubino, & Hunter, 2018). Another consequence is reflected in the re ‐ duced number of face ‐to ‐face interac ti ons with col ‐ leagues, leaders, and business partners. With COVID ‐19 and lockdowns, which forced individuals to work exclusively from home, the number of daily in ‐ terac ti ons in work as well as non work social circles has been dras ti cally reduced, and thus loneliness has become a major mental health concern (Killgore, Cloonen, Taylor, & Dailey, 2020), because loneliness, alongside social isola ti on, leads to depression, cogni ‐ ti ve decline, and cardiovascular disease (Smith & Lim, 2020). Therefore, it is important to consider how so ‐ cial interac ti ons in par ti cular could contribute to e ffec ‐ ti ve job performance and thriving, and thus feelings of vitality and learning, while working from home. This paper developed, through a multi‐ stake ‐ holder lens, a framework for managing rela ti onships while WFH in order for individuals to thrive. The proposed framework is grounded theore ti cally in Spreitzer et al.’s model of thriving (Spreitzer, Sut ‐ cli ffe, Du tt on, Sonenshein, & Grant, 2005). To spec ‐ ify the key rela ti onships and the accompanying challenges while WFH, we analyzed comments posted on LinkedIn threads about two ar ti cles that were published during the second wave of the pan ‐ demic. Based on that, we outlined evidence ‐based strategies for nurturing rela ti onships with the self, with colleagues, with leaders, and with one’s part ‐ ner and family. This focus on such rela ti onships is ti mely, be ‐ cause COVID ‐19 has demanded social isola ti on, and with this, feelings of social awkwardness have in ‐ creased (Murphy, 2020). Hence, we need to draw at ‐ ten ti on to how to nurture rela ti onships in order to build the social skills muscle and thrive in a home of ‐ fice. Although organiza ti ons can implement systems and adopt rou ti nes to support employees WFH 1 , employees themselves play a pivotal role as co ‐de ‐ signers of frui tf ul work and nonwork rela ti onships. In other words, a focus on employees, which we adopt in this paper, is essen ti al in order to facilitate produc ti ve and psychologically healthy WFH. Obtain ‐ ing evidence ‐based recommenda ti ons for how best to do this also is important because the percentage of workers permanently WFH is projected to rise to 34% globally in 2021 (Chavez ‐Dreyfuss, 2020). 2 THEORETICAL BACKGROUND 2.1 A mul ti‐ stakeholder framework for thriving while WFH Thriving at work is a “psychological state in which individuals experience both a sense of vi ‐ tality and a sense of learning at work” (Spreitzer et al., 2005, p. 538). But why is work ‐related thriv ‐ ing important while WFH? Because in the work 1 Throughout the paper, we refer to remote work, which is done exclusively from home, as o ft en occurred in the first and second waves of the COVID ‐19 pandemic, and therefore most of the aforemen ti oned rela ti onships need to be maintained virtually. Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 33 domain, it increases work engagement (Abid, Saj ‐ jad, Elahi, Farooqi, & Nisar, 2018), job perfor ‐ mance (Elahi, Abid, Arya, & Farooqi, 2020), and job satisfaction (Zhai, Wang, & Weadon, 2020). Consequently, it helps individuals increase their positive attitudes toward self ‐development (Kleine, Rudolph, & Zacher, 2019) and well ‐being (Yousaf, Abid, Butt, Ilyas, & Ahmed, 2019). Be ‐ cause COVID ‐19 took a great toll on the latter, by facilitating thriving, people can increase their well ‐being and overcome the strain caused by WFH. Specifically, WFH has altered working rela ‐ tionships as people interact only digitally, making relationships more formal and less spontaneous, and interactions are limited to seeing only a per ‐ son’s face on a computer screen in the form of a small image. Because the nature of relationships is pro ‐ foundly different while WFH, we propose a frame ‐ work which outlines four human pillars of thriving in a home office, namely four crucial relationships that employees WFH nurture and that are consid ‐ ered to be drivers of thriving. This framework is grounded theoretically in the existing literature that views relationships that are energy ‐giving (Dutton & Heaphy, 2003) as one of the key ele ‐ ments for employee thriving in the workplace (Feeney & Collins, 2015; Spreitzer et al., 2005). Specifically, we build on the socially embedded model of thriving at work (Spreitzer et al., 2005), which presents the dynamics of social systems and dynamic interactions between individuals. In turn, it helps employees to experience vitality and learn ‐ ing. The model focuses on the unit contextual fea ‐ tures (e.g., decision ‐making discretion, broad information sharing, and a climate of trust and re ‐ spect) and resources (e.g., knowledge, positive meaning, positive affective resources, and rela ‐ tional resources) that are produced in work con ‐ text, which fuel the engine of thriving: individual agentic work behaviors (Spreitzer et al., 2005). The authors of the model presented task focus, explo ‐ ration, and heedful relating as agentic work behav ‐ iors in the model, and together they help individuals to feel active and purposeful (Spreitzer et al., 2005). This paper focuses on heedful relating through energy ‐giving relationships from different relational resources (Riaz, Xu, & Hussain, 2020). When employees are relating heedfully, they demonstrate understanding of how their job fits with those of others at work in order to achieve team or organizational goals (Spreitzer et al., 2005). Through heedful relating, individuals be ‐ come more conscious, learn more from colleagues, and boost their energy through interrelated work (Riaz et al., 2020). Only a handful of studies have addressed heedful relating specifically. These pro ‐ vided evidence that perceived organizational sup ‐ port (Abid, Zahra, & Ahmed, 2016), support climate, psychological capital (Paterson, Luthan, & Jeung, 2014), servant leadership (Usman et al., 2020b), and abusive supervision (Usman et al., 2020a) affect heedful relating. Moreover, in addi ‐ tion to its effect on thriving at work, which has been proven repeatedly (Paterson et al., 2014; Sia & Duari, 2018; Usman et al., 2020a; Usman et al., 2020b), Abid et al. (2016) showed that heedful re ‐ lating mitigates the effects of turnover intentions in the organization. Relational ties at work, especially during the pandemic, can be an important source of em ‐ ployee energy (Gerbasi, Porath, Parker, Spreitzer, & Cross, 2015). An interrelated working environ ‐ ment and high ‐quality relationships stimulate heedful relating, helping employees through sharing knowledge (Dutton & Heaphy, 2003) and providing an opportunity to learn from each other (Riaz et al., 2020). The connectivity among employees further helps to promote a sense of vitality as employees become more energized due to the social support (Carmeli & Spritzer, 2009). Moreover, these agentic behaviors foster collaboration and elevate feelings of together ‐ ness, community, and proximity through care, mutual respect, and offering support (Carmeli & Russo, 2016), and in turn may contribute to less ‐ frequent feelings of loneliness caused by the physical separation from colleagues at work. By engaging in micromoves such as small acts of kindness and gratitude, employees can demon ‐ strate care. Attentive relating to others is associ ‐ ated with vitality (Dutton & Heaphy, 2003), and through maintaining positive relationships, work performance is improved (Carmeli & Spreitzer, 2009), along with well ‐being and thriving (Carmeli & Russo, 2016). Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 34 Katarina Katja Miheli č, Ajda Merkuž, Jose Aldo Valencia Hernandez, Diellza Gashi Tresi: Work is Where Home is, or Vice Versa? A Mul ti‐ Stakeholder Lens on Nurturing Rela ti onships for Thriving 3 METHODOLOGY This study answers the following research ques ‐ ti ons: RQ1: Which are the key rela ti onships while WFH and how are they a ffected? RQ2: Which strategies facilitate thriving while WFH through nurturing each of the respec ti ve rela ti on ‐ ships? To answer the first research question, namely to specify the different stakeholders’ and employ ‐ ees’ current sentiments while WFH, we collected and analyzed LinkedIn comments on two articles 2 that were published during the second wave of the pandemic. These comments are public and can be accessed online. We employed thematic analysis to analyze the comments. The choice of articles was guided by the fact that they needed to capture both the work domain and the home domain, which are intertwined when WFH, and they needed to provide personal accounts related to maintaining relationships while WFH. This allowed us to gain insight into the relevant stakeholders that commenters mentioned, as well as into their struggles pertaining to their efforts to nurture con ‐ nections with different people. Furthermore, we focused on the two articles due to the level of trac ‐ tion received and diversity of comments related to the WFH experience and how it has affected the commenters’ relationships. In the analysis, we looked for specific mentions of managing relation ‐ ships with different stakeholders while WFH during 2 h tt ps://www.economist.com/graphic ‐detail/2020/11/ 24/people ‐are ‐working ‐longer ‐hours ‐during ‐the‐pan ‐ demic?utm_campaign=the ‐economist ‐today& utm_medium=newsle tt er&utm_source=salesforce ‐ marke ti ng‐cloud&utm_term=2020 ‐11 ‐25&utm_con ‐ tent=ar ti cle ‐link ‐4&etear=nl_today_4. Comments posted on h tt ps://www.linkedin.com/feed/update/urn:li:ac ti v ‐ ity:6739222167185047552/ h tt ps://qz.com/work/1923220/esther ‐perel ‐gianpiero ‐ petriglieri ‐on ‐the ‐loss ‐of ‐the ‐physical ‐o ffice/amp/. Comments posted on h tt ps://www.linkedin.com/feed/news/why ‐you ‐might ‐ miss ‐the ‐o ffice ‐4265681/ the pandemic. At the moment of data collection, both articles together had received more than 2,500 likes and 550 comments by LinkedIn users. From the 550 comments analyzed, some com ‐ ments expressed agreement with the authors, a group of comments stated that WFH actually worked for the commenters, and a large number of comments (more than 300) expressed the strug ‐ gles faced with managing relationships while WFH. Our analysis focused on the 300 comments that ex ‐ pressed struggles with managing relationships with stakeholders while WFH. In times when social connections are involuntarily reduced to a mini ‐ mum due to COVID ‐19, fostering virtual connec ‐ tions with colleagues at work and nonvirtual connections with family may be a fundamental mechanism to facilitate thriving while WFH. 4 RESULTS The first ar ti cle describes how employees WFH are working longer hours, and the second ar ti cle ex ‐ plores the nega ti ve impacts of elimina ti ng o ffice space. A ft er publica ti on on The Economist and Quartz websites, respec ti vely, ac ti ve LinkedIn users commented by describing their personal view ‐ points and daily struggles. When analyzing the comments, we focused on longer comments, which went beyond simply praising the ar ti cle or agreeing with its content. Regarding the first research ques ‐ ti on, the authors individually read through the com ‐ ments and iden ti fied the following stakeholders: self (the employee WFH), colleagues from work, leaders and supervisors, and significant others and children. We dubbed these human pillars of thriv ‐ ing, which refer to rela ti onships with proximal play ‐ ers in the work and nonwork realms and reflect a multi‐ stakeholder perspec ti ve (Figure 1). Next, we analyzed employees’ personal accounts related to maintaining their work and nonwork rela ti onships. Specifically, we individually searched for statements related to challenges, struggles, and a tti tudes to ‐ ward each of the rela ti onships. The personal ac ‐ counts (Tables 1–4) mo ti vated our search for evidence ‐based strategies. The following comment on one of the ar ti cles succinctly captures the state of living and the relevance of this topic for aca ‐ demic research: Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 35 Living at work is how it is currently. It’s been ex ‐ tremely di fficult at ti mes when it’s all work and no play, no socializing and no human connec ti on. Psy ‐ chologically I’ve never known a bigger test on my mental health and I’m sure this is a silent disease. The following sec ti ons (1) present each of the iden ti fied rela ti onships in terms of the quota ti ons represen ti ng the a tti tudes related to the par ti cular rela ti onship (RQ1), and (2) o ffer evidence ‐based strategies for thriving, whereby the individual de ‐ signs nurturing rela ti onships with each of the stake ‐ holders in ques ti on (RQ2). We propose that through a systema ti c approach to managing rela ti onships, employees themselves can contribute proac ti vely to sustained thriving even in trying ti mes. 4.1 Rela ti onship with self The increased demands, constant connec ti vity (Mazmanian, 2013), and numerous phone and video calls, coupled with prolonged working hours along with the fear of missing out can cause stress ‐ ful interac ti ons with colleagues, leaders, partners, and family members. To facilitate posi ti ve interac ‐ ti ons with others (Carmeli & Russo, 2016), one first needs to consider the rela ti onship with oneself. Table 1 reflects the sen ti ment and self ‐related chal ‐ lenges while WFH. To move from surviving to thriv ‐ ing while WFH, an employee could first adopt the strategy of building self ‐compassion competence (Ne ff, 2003). Self ‐compassion is an individual’s view of themselves, which “involves being touched by Figure 1: A framework of human pillars facilita ti ng thriving in a home o ffice Source: Own work Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 36 Katarina Katja Miheli č, Ajda Merkuž, Jose Aldo Valencia Hernandez, Diellza Gashi Tresi: Work is Where Home is, or Vice Versa? A Mul ti‐ Stakeholder Lens on Nurturing Rela ti onships for Thriving and open to one’s own su ffering, not avoiding or dis ‐ connec ti ng from it, genera ti ng the desire to alleviate one’s su ffering and to heal oneself with kindness” (Ne ff, 2003, p. 87). It also entails a nonjudgmental stance toward one’s pain, su ffering, and failures. Table 1: Rela ti onship with self while WFH: illustra ti ve quota ti ons Self ‐compassion rather than self ‐blame is im ‐ portant in ti mes of adversity and high workload. When WFH the high expecta ti ons related to work (e.g., telepressure, the need to respond quickly to incoming emails, and working un ti l late in the evening), at ti mes can be self ‐imposed rather than organiza ti onally demanded (Grawitch, Werth, Palmer, Erb, & Lavigne, 2018). This means that an employee on their own ini ti a ti ve creates a rou ti ne of long working hours, causing overwork, or gradu ‐ ally increases their working day by picking up such cues from the supervisor (i.e., social contagion) (Afota, Ollier ‐Malaterre, & Vandenberghe, 2019). Both cause stress, which in turn nega ti vely a ffects thriving (Kleine et al., 2019). Similarly, perfec ti onism about work can lead to depressive symptoms (Gluschko ff et al., 2017). Self ‐compassion here serves as a resource that reduces depression and anxiety (de Souza, Policarpo, & Hutz, 2020). Self ‐compassion has three components: (1) self ‐kindness in ti mes of failure or pain; (2) common humanity/connec ti on, i.e., viewing one’s own expe ‐ rience as a part of a bigger picture; and (3) mindful ‐ ness, i.e., not le tti ng painful thoughts overwhelm one, but rather accep ti ng them as they are (Ne ff, 2003). When WFH, self ‐compassion can protect an individual from nega ti ve thoughts and poten ti al per ‐ sistent feelings of “never working long enough.” Strategies for building self ‐compassion include the compassionate mind training (CMT) program (Gilbert & Procter, 2006), which is designed to help an individual accept their emo ti ons with a compas ‐ sionate a tti tude. Next are strategies to increase self ‐ compassion through mindfulness exercises, which include prac ti cing short micro ‐medita ti ons mul ti ple ti mes a day, longer si tti ng and walking medita ti ons with the help of apps, establishing daily yoga rou ‐ ti nes, and pranayama breathing prac ti ces. While WFH, individuals also can engage in five mindful ‐ ness ‐based behaviors (i.e., behavioral self ‐monitor ‐ ing), as suggested by Kiburz, Allen, and French (2017): dismissing thoughts and bringing the mind back to the present moment, focusing on breathing, no ti cing the breath moving through di fferent body parts, embracing the sensa ti ons in one’s body, and walking rather than rushing through the day. The ex ‐ ercise of behavioral self ‐monitoring involves first tracking the frequency of performing such behaviors in a given week, and then se tti ng goals to increase each of them. When WFH, the boundaries between a per ‐ son’s work and nonwork lives become nonexistent due to the fact that the two domains are physically intertwined. Moreover, technology has enabled working any ti me, not just anywhere, which leads to overwork (Mazmanian, 2013). With this, it is impor ‐ tant to be mindful of one’s working hours and care ‐ fully cra ft a boundary management style. There are said to be three types of people in terms of prefer ‐ ences for combining work and other realms of life. Segmentors prefer to keep their professional and private lives separate, tend not to bring work home or discuss private ma tt ers with colleagues, and even keep separate devices for work and personal mat ‐ ters (Ashforth, Kreiner, & Fugate, 2000). Integrators like to intertwine the two, and do not mind perform ‐ ing a job task in the evening and tending to a family phone call at work. They also transi ti on more easily between work and nonwork roles (Rothbard, 2020). Finally, volleyers tend to switch between the two realms (Kossek & Lautsch, 2008). “It is easy to find oneself working longer hours and weekends (I just checked my e ‐mail and did some work on Sunday a ft er Thanksgiving for example).” “My boundaries are blurred now that work is home and home is work.” “I o ft en catch myself feeling guilty if I’m not answering emails at 9pm cause...well, I’m home anyway, so I’m not doing anything else, right?” “Star ti ng early, few breaks, back to back on calls, late hours. A daily struggle to keep a boundary between work and home life.” “My working hours have increased by at least 30 mins and usually more. During those hours I have not taken enough frequent breaks from screen ti me, [...], resul ti ng in a stressful role being even more demanding.” Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 37 With the need to work from home due to COVID ‐19, many employees were forced to adopt an integrator mindset in the physical sense, with segmentors facing a significant challenge. However, integrators also tend to experience challenges in WFH, including those related to more undesired in ‐ terrup ti ons (Ashforth et al., 2000). To thrive while WFH, it is important to create temporal and spa ti al boundaries, which may include establishing and s ti cking to clear working hours, as well as nego ti at ‐ ing them with one’s employer and family members (Rothbard, 2020); and adop ti ng a rou ti ne of dress ‐ ing for work and dressing casually when work ends (Rothbard, 2020). With regard to the la tt er point, crea ti ng rou ti nes helps one mentally transi ti on be ‐ tween work and nonwork (Shockley & Clark, 2020). These are referred to as rou ti nized role transi ti ons, which become easier over ti me as employees de ‐ velop transi ti on scripts (Ashforth et al., 2000). Rites of separa ti on/transi ti on, as Ashforth et al. (2000) call them, may include having a cup of co ffee, listen ‐ ing to a favorite work ‐related podcast. or planning the day ahead before star ti ng work. Similarly, at the end of the workday, taking a quick walk (Shockley & Clark, 2020) or riding on a bicycle can serve as psy ‐ chological momentum which helps one transi ti on back to the nonwork role. Employees also could be asked to prepare their to ‐do list for the next day or rate how their day went to ease the transi ti on to the nonwork role (Bass, 2020), because this will help with switching o ff and beginning the process of re ‐ covery, as well as enabling one to focus more on other life roles. In terms of crea ti ng spa ti al bound ‐ aries, segmentors are advised to set up a home of ‐ fice which should be the only space in which they perform their job du ti es. When the workday ends, the door to this o ffice is shut, and this serves as a signal that leisure ti me, or another part of nonwork, has begun. Finally, it is advisable to develop a sense of tolerance to intrusions from family members (e.g., children needing help, and children or pets ap ‐ pearing in front of a camera during a mee ti ng). Prac ‐ ti cing self ‐compassion toward both work and family roles is related posi ti vely to more sa ti sfac ti on and less burnout in both these roles (Nicklin, Seguin, & Flaherty, 2019). This is par ti cularly important in ti mes of significant changes, such as the move from a regular o ffice to working exclusively from home during the first lockdown. 4.2 Rela ti onships with colleagues Colleagues are a fundamental source of support for successful work performance (Collins, Hislop, & Cartwright, 2016), as posi ti ve interac ti ons with col ‐ leagues increase learning and knowledge (Paterson et al., 2014) through the experience and vitality thus gained (Carmeli & Spreitzer, 2009), thereby impac ti ng thriving. That said, WFH alters both the frequency as well as method of these rela ti onships. Specifically, it decreases opportuni ti es for personal conversa ti ons and sharing of experiences and knowledge, and makes reciprocal norms di fficult to establish (Lippe & Lippényi, 2019). Due to working at di fferent loca ti ons (i.e., being physically separated) and the inability to directly pick up the cues that a colleague is facing a problem, WFH also has inhibited helping and proso ‐ cial behaviors (Kni ffin et al., 2020), thus minimizing the opportuni ti es to learn from colleagues. Table 2 reflects the sen ti ment and challenges faced in nur ‐ turing rela ti onships with colleagues while WFH. It is important to facilitate building posi ti ve rela ti onships among colleagues in order to enable thriving while WFH, and such interac ti ons can be co ‐created by em ‐ ployees by implemen ti ng specific strategies. Table 2: Rela ti onship with colleagues while WFH: illustra ti ve quota ti ons “Virtually collabora ti ng with the team is a bit di fferent and takes quite a lot of ti me to understand your colleagues, the way they like to work, the norms they follow, the frequency with which the en ti re team operates.” “You can’t pull up a chair next to your co ‐worker and solve a problem immediately. The feel of accomplishment is less because no one is around you to share that excitement. Just basic human interac ti on, the background noise, the city views, lunch walks.” “Definitely missing out on social interac ti ons and water ‐cooler conserva ti ons! Now it’s just Skype calls or either chasing your co ‐worker over phone calls if you have something to work together on.” “I also miss the social interac ti on and the informality of an In person mee ti ng for tea, drinks, lunch where a lot more gets said than the formality of virtual co ffee/tea sessions.” “There is also the human factor, where personal interac ti on with colleagues is a much more enjoyable experience than the odd person pos ti ng something ‘humorous’ on Skype.” Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 38 Katarina Katja Miheli č, Ajda Merkuž, Jose Aldo Valencia Hernandez, Diellza Gashi Tresi: Work is Where Home is, or Vice Versa? A Mul ti‐ Stakeholder Lens on Nurturing Rela ti onships for Thriving An employee could begin by prac ti cing informal one ‐on ‐one chats with colleagues (White, 2015) via phone, in which they can talk and share what hap ‐ pened during the day and any issues that they have faced. They can use these brief mee ti ngs to share knowledge, coordinate ongoing work tasks, and en ‐ sure that work runs smoothly without unnecessary delays. This will help both individuals feel less lonely, energize them, and promote a steady flow of infor ‐ ma ti on, which can lead to increased learning and also vitality. These brief sessions should not be for ‐ mal or involve many people, but rather should in ‐ volve only two people at a ti me. Another strategy is for employees to eat lunch together via a video con ‐ nec ti on, during which they can talk about their fam ‐ ilies, hobbies, and other personal ma tt ers (Knight, 2020). During these virtual get ‐togethers, colleagues also could share their experiences and stories about how they are managing the challenges of WFH, both professional and personal, which can result in learn ‐ ing, and hence in thriving. Next, colleagues could or ‐ ganize virtual exercise sessions (e.g., yoga, cardio exercises, or stretching) with a gym instructor or a colleague who also is a cer ti fied instructor (Liu, 2020). This would enable bonding while maintaining physical stamina and would give the par ti cipants more energy. A similar strategy is se tti ng up video chat room links through which employees can gather for morning co ffee–type mee ti ngs to get ready for the workday (Liu, 2020). In this way, they will feel less lonely while WFH and might not miss cha tti ng in per ‐ son as much, because this ritual would be done on ‐ line, crea ti ng bonds among colleagues, giving a sense of teamwork and thus that they are in this new situa ti on together (Pollack, 2020). Employees also could thrive by o ffering swi ft help through making themselves available to col ‐ leagues by responding to any requests for assistance promptly (Back, 2020). Specifically, if Slack or Base ‐ camp are used for instant messaging, an employee can mark their status as ‘available’ to show others that they can ask ques ti ons if needed (Back, 2020). However, cau ti on should be exercised here, because one should not give the impression of being avail ‐ able any ti me during the day and that work–non ‐ work boundaries can be overstepped at any ti me. Thus it is best to inform colleagues of one’s avail ‐ ability (Back, 2020). Finally, actually asking for help when needed, even if an employee thinks colleagues are too busy, could improve performance and thrive. It turns out that individuals are more prone to help than is ac ‐ tually assumed (Newark, Bohns, & Flynn, 2017), and even more so during ti mes of crisis such as the COVID ‐19 pandemic (Kni ffin et al., 2020). Hence, an employee should remember that asking for help solving a par ti cular work issue actually is likely to lead to an improvement in the situa ti on that they are facing (McDermo tt et al., 2017). 4.3 Rela ti onship with leaders Leaders play an important role in the mo ti va ‐ ti on of employees to complete the required tasks (Andersen, 2016). Passionate and persistent leaders and transforma ti onal leaders have been shown to promote employee thriving (Lin, Xian, Li, & Huang, 2020; Rego et al., 2020). Therefore, frui tf ul rela ti on ‐ ships with the leader are crucial for successful em ‐ ployee performance, vitality, and learning. However, because WFH minimizes the direct contact between employee and leader (immediate supervisor), it also a ffects the quality of the rela ti onship between the two. Namely, WFH increases employee insecurity and leads to working over ti me, due to doub ti ng whether the leader will no ti ce and adequately eval ‐ uate the results of their work (Raišien ė, Rapuano, Varkulevi či ūt ė, & Stachová, 2020). WFH also de ‐ creases opportuni ti es for contact with leaders and nega ti vely a ffects trust, the crea ti on of mutual pur ‐ pose (Grenny & Maxfield, 2017; Parker, Knight, & Keller, 2020), and knowledge ‐sharing opportuni ti es (Lippe & Lippényi, 2019). In a similar vein, it may im ‐ pede thriving. Table 3 reflects the sen ti ment and challenges faced in nurturing rela ti onships with the leader while WFH. Thus, crea ti ng a trus ti ng rela ti on ‐ ship with leaders, par ti cularly while WFH, is very im ‐ portant because it leads to frequent sharing of work ‐related informa ti on (Golden & Raghuram, 2010), instructi ons, and advice. Moreover, a frui tf ul rela ti onship between an employee and a leader might posi ti vely impact the leader’s well ‐being and energy, in turn nurturing the rela ti onship even fur ‐ ther. Along these lines, employees can implement various strategies to cul ti vate a thriving rela ti onship with their leaders and supervisors. Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 39 Table 3: Rela ti onship with leaders while WFH: illustra ti ve quota ti ons “My concern is that if you are working longer hours and not getting the right support and lead ‐ ership it just amplifies how little investment organ ‐ isations have made in providing both training and coaching on how to be an effective remote manger/ leader to those supposed to be facilitat ‐ ing new ways of working.”“[Work from home] is al ‐ ways extra hours of work with no additional pay, when you are above to close your laptop you see new email requirement and that’s will take 3 ‐5 hours of work. Next thing is your Supervisor asking for the report which came in last night and he will yell at you first thing in the morning.” “The prob ‐ lem is the management is unable to trust its em ‐ ployees when working from home. How have results been achieved, if the employees have not worked, nobody is bothering to look or acknowl ‐ edge that,”“Face‐to ‐face social cues and inhibitions are compromised, such that communication be ‐ comes fraught with passive aggression, misunder ‐ standings etc.” Employees could regularly revisit their work ‐ ing regime and discuss it with their leaders. Em ‐ ployee sets specific goals that need to be achieved in a day, building personal standards which then can be used as a form of self ‐evaluation, accom ‐ panied by better self ‐administration (Bakker, 2017). In the working regime, expectations need to be outlined clearly from the beginning, with both employee and leader offering suggestions. Clarity helps to eliminate potential misinformation and builds trust and cooperation in the relation ‐ ship (Veil et al., 2020). The self ‐initiated changes help employees to establish their own job de ‐ mands and resources, although due to the changes in their job tasks and relationships at work, employees WFH should continuously ask for feedback, guidance, and clarification (Bakker, 2017). Seeking contact via phone, email, or video helps build trust. Here, the proactive stakeholder should be the employee, but it is important that they can count on their leader to offer assistance quickly and provide reassurance when challenges arise in completing tasks. Asking for help to share some of the workload or when the employee does not have adequate competences increases trans ‐ parency and helps to reach timely solutions. This requires demonstrating vulnerability on the part of the employee. Bakker (2017) suggested that employees could use reminders that help them focus on accomplish ‐ ing their work tasks and increasing their self ‐cueing. At the end of the work week, an employee, via a video call with the leader, can inform them of com ‐ pleted work tasks along with providing a self ‐as ‐ sessment of e fficiency and e ffec ti veness. The discussion then helps to improve work regimes fur ‐ ther, although open communica ti on is highly ad ‐ vised from both sides to enable this (Bakker, 2017; Veil et al., 2020). Another strategy that employees can under ‐ take is to make pursuing a connection with the leader part of their weekly routine in order to in ‐ crease their visibility. This can be done by schedul ‐ ing weekly check ‐ins via phone to briefly inform the leader of projects that are in progress. These check ‐ins also can be spontaneous, brief moments of interaction, during which the employee pro ‐ vides information or thanks the leader for support in a particular matter. This means that the em ‐ ployee is proactive in creating a relationship with the leader. Important milestones and small victories could be a reason for organizing an online celebra ti on with the leader and a work group, enabling informal “My concern is that if you are working longer hours and not ge tti ng the right support and leadership it just amplifies how li tt le investment organisa ti ons have made in providing both training and coaching on how to be an e ffec ti ve remote manger/ leader to those supposed to be facilita ti ng new ways of working.” “[Work from home] is always extra hours of work with no addi ti onal pay, when you are above to close your laptop you see new email requirement and that’s will take 3 ‐5 hours of work. Next thing is your Supervisor asking for the report which came in last night and he will yell at you first thing in the morning.” “The problem is the management is unable to trust its employees when working from home. How have results been achieved, if the employees have not worked, nobody is bothering to look or acknowledge that,” “Face ‐to ‐face social cues and inhibi ti ons are compromised, such that communica ti on becomes fraught with passive aggression, misunderstandings etc.” Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 40 Katarina Katja Miheli č, Ajda Merkuž, Jose Aldo Valencia Hernandez, Diellza Gashi Tresi: Work is Where Home is, or Vice Versa? A Mul ti‐ Stakeholder Lens on Nurturing Rela ti onships for Thriving cha tti ng. Such social events are energy ‐boosters in ti mes of adversity and challenge and serve to in ‐ crease morale and percep ti ons of psychological safety. They also reveal the human side of individu ‐ als and the struggles that they with work–family in ‐ tegra ti on, and thus help promote empathy, care, and compassion, which are at the core of contem ‐ porary crisis leadership. 4.4 Rela ti onship with partner Stress caused by problems in a marital or other in ti mate rela ti onship may lead to burnout (Peasley, Hochstein, Bri tt on, Srivastava, & Stewart, 2020). Conversely, a frui tf ul rela ti onship with one’s partner and family members can help employees feel ener ‐ gized about work, enrich their work experience, and facilitate their path toward learning. Close and meaningful rela ti onships with family members and spouses are a conduit for health, well ‐being, and thriving (Feeney & Collins, 2015; Leung, Mukerjee, & Thurik, 2020), as well as for coping with work ‐re ‐ lated stress and adversity (Leung et al., 2020). Close rela ti onships also provide opportuni ti es for individ ‐ ual growth and a sense of fulfilment (Feeney & Collins, 2015). However, WFH also can nega ti vely a ffect per ‐ sonal rela ti onships with one’s partner and family. With the home being turned into an o ffice, crea ti ng boundaries between work and personal life obvi ‐ ously becomes more di fficult (Kolb et al., 2012; Mazmanian, 2013). Although an employee is phys ‐ ically present at home, they may not be available to their partner or spouse due to work responsibil ‐ i ti es. Furthermore, during COVID ‐19, the whole family, including children, are likely to be working or studying from home (Dunn, 2020), and this has a profound e ffect on the quality of the resul ti ng personal rela ti onships. Moreover, WFH means that employees might end up working in unsuitable workspaces and be overloaded with further re ‐ sponsibili ti es such as household chores and parent ‐ ing and teaching children (Petriglieri, 2020a). Table 4 reflects the sen ti ment and challenges faced in nurturing rela ti onships with partner and family while WFH. Table 4. Rela ti onship with partner/family while WFH: illustra ti ve quota ti ons These greater responsibili ti es while WFH mean that partners can neglect one another (Petriglieri, 2020a), making them feel lonely and less likely to thrive. Therefore, couples could schedule in their calendars two weekly conversa ti ons, one related to work ‐related support and the other to maintaining the household and caregiving responsibili ti es. By being psychologically available, partners can o ffer cogni ti ve support by sharing their experience or giv ‐ ing advice on solving a specific work challenge. Scholars advise couples to negoti ate household re ‐ sponsibili ti es (Ward, 2020), which need to be put in writi ng, communicated clearly, and shared with every member of the household in order to make sure that no one is surprised (Ward, 2020). Experi ‐ men ti ng with di fferent divisions of housework and caring con ti ngent on the workload in the current week can lead to solu ti ons that fit a couple well. When children are being home ‐schooled, as was the case during lockdown, their needs increase and change as well. However, with one or both partners WFH, mee ti ng children’s needs might become more di fficult, temporarily impairing their rela ti onships with the children. In situa ti ons in which both partners WFH one strategy is for them to acknowledge their significant others’ work stress in order to protect their well ‐ being (Petriglieri, 2020a). One way to do so is to find the best way to support the partner by clarifying their “My husband and I live in a small one ‐bedroom in a 110 ‐year ‐old apartment building, and we have no ti ced how living and working here 24 ‐7 has taken an addi ti onal toll on our living space and emo ti onal health.” “I’ll be divorced if it carries on much longer, that’s for sure.” “We have no room in our place for a separate o ffice; however two of us are supposed to be working from home, one of whom has to make reasonably confiden ti al phone calls to service users.” “The thing is you can’t really work from home and do childcare at the same ti me. Not e ffec ti vely, one if not both will su ffer. Regardless of anyone being irresponsible.” “It’s really the online schooling part that distracts from the day. I have my kid’s desk set up right next to mine and I have to help her and work. It’s been detrimental to my work.” Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 41 needs so that energy is focused correctly and the aim of trying to help is achieved (Petriglieri, 2020a). To ad ‐ dress the issue of loneliness, dual ‐career couples can allocate a certain amount of ti me and undivided at ‐ ten ti on in which they listen to one another at the end or beginning of each working day (Katzman, 2020; Petriglieri, 2020a). Specifically, they can ask one an ‐ other ques ti ons such as “What do you need?” or “Do our WFH arrangements need to be redefined?” (Katz ‐ man, 2020). This emo ti onal support will help both partners overcome stress (Zimet, Dahlem, Zimet, & Farley, 1988), obtain be tt er work–life balance (Russo, Shteigman, & Carmeli, 2015), understand that they are not alone and that they have someone to talk to and express how they feel, and overall have a partner who supports them and helps them be successful. This also will help employees feel more energized about work. Another strategy is to set the o ffice hours (i.e., working hours) in a calendar so that both partners and/or older children know when someone is working and they do not disturb them. Such a strat ‐ egy would mean that work is not part of life 24/7 (Katzman, 2020), but rather that there is a dedicated ti me for work, and what remains can be allocated to joint ac ti vi ti es with partners and family members. A further strategy is to create new rituals with one’s partner and family members in order to nur ‐ ture the rela ti onships and feel more energised (Katzman, 2020). For example, partners can have lunch together during working hours, do yoga, or engage in micro ‐medita ti ons (Katzman, 2020). In this way, partners or family members will enjoy some relaxing ti me together which will help them to momentarily switch o ff. Along the same lines, to nurture the rela ti onship, couples can work to con ‐ stantly appreciate one another, understand that they are in this situa ti on together, and acknowledge the roles that each plays in the other’s life (Brower, 2020). If both partners make themselves psycholog ‐ ically available to one another, this can increase the posi ti ve energy in the rela ti onship (Russo et al., 2015). Simple gestures such as a thank ‐you text dur ‐ ing the day can go a long way toward showing ap ‐ precia ti on and support (Brower, 2020). With regard to nurturing rela ti onships with chil ‐ dren, Petriglieri (2020b) proposed that parents need to write on a sheet of paper what each child needs from their parents both prac ti cally and emo ti onally, which expecta ti ons can be loosened for each child, and how each child can help the family while the parents are WFH. In this way, children’s needs will be acknowledged and parents can be tt er work to ‐ ward mee ti ng them. Some easy ‐to ‐implement strategies pertaining to each of the four focal rela ‐ ti onships, which do not require much investment, are presented in Figure 2. Figure 2: Strategies for nurturing rela ti onships that facilitate thriving while WFH Source: Own work Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 Katarina Katja Miheli č, Ajda Merkuž, Jose Aldo Valencia Hernandez, Diellza Gashi Tresi: Work is Where Home is, or Vice Versa? A Mul ti‐ Stakeholder Lens on Nurturing Rela ti onships for Thriving 42 5 DISCUSSION AND CONCLUSION 5.1 Theore ti cal Contribu ti ons The main contribution of our research is the socially embedded model of thriving. Specifically, we decipher the heedful ‐relating dimension of the model by explicating which relationships drive em ‐ ployee thriving at work. Firstly, we contributed to the research on heedful relating, as this agentic be ‐ havior is very much understudied, with some no ‐ table exceptions (e.g., Sia & Duari, 2018, Usman et al., 2020a; Usman et al., 2020b). Secondly, we pro ‐ vide solutions for how individuals can sustain thriv ‐ ing in unpredictable situations through energizing relationships at work and at home (Riaz et al., 2020). We demonstrated how can different agents and individuals preserve and reshape the condi ‐ tions which lead to thriving. Thirdly, we explored these relationships in the context of a home office, which thus far has not been done in the thriving literature. 5.2 Prac ti cal Implica ti ons In terms of prac ti cal contribu ti ons, we o ffer specific evidence ‐based strategies through which employees can nurture the di fferent rela ti onships even in the di fficult ti mes of pandemic. Our inten ‐ ti on was to bring theory closer to prac ti ce and assist employees as they face working and living from the home o ffice and switching from one lifestyle to an ‐ other prac ti cally overnight. It is our hope that the strategies presented herein can assist employees in pursuing stronger connec ti ons as part of their daily rou ti nes, thereby crea ti ng the condi ti ons for their own thriving. 5.3 Limita ti ons and Future Research However, this study has limitations that need to be addressed by further research. Although the comments on the two articles which received much traction on LinkedIn were well fitted to our research objectives in the sense that they enabled us to identify different types of relationships that were affected while WFH, there is a possibility of selection bias, such that the users who com ‐ mented on the two LinkedIn posts were more in ‐ terested in sharing their struggles with managing relationships with different stakeholders than was the average population. To mitigate the selection bias, the framework could be cross ‐validated on different subsets of highly commented articles. One of the ways to do this would be to search for articles that were published across different waves of the COVID ‐19 pandemic. Future research on thriving while WFH should focus on samples that are bias ‐free and ideally representative. An ‐ other avenue for research could be diary studies in which each relationship could be observed and analyzed daily. 5.4 Conclusion COVID ‐19 has profoundly altered the nature of rela ti onships, especially at work. Rela ti onships that previously took place in an o ffice have been trans ‐ ferred to the in ti macy of the home. By adop ti ng a mul ti‐ stakeholder perspec ti ve based on an analysis of employees’ personal accounts while WFH, this paper developed a framework for managing rela ‐ ti onships while WFH in order for individuals to thrive. Our research was guided by two research ques ti ons concerning the key rela ti onships while WFH and how these are a ffected, as well as by strategies that facilitate thriving while WFH by nur ‐ turing each rela ti onship. In answering our research ques ti ons, we iden ti fied four main rela ti onships, namely rela ti onships with self, colleagues, leader, and partner, which a ffect employee thriving in a home o ffice. Based on this, we propose evidence ‐ based strategies that can be undertaken to facilitate thriving while WFH by nurturing each of the respec ‐ ti ve rela ti onships. Dynamic Rela ti onships Management Journal, Vol. 10, No. 2, November 2021 43 REFERENCES Abid, G., Sajjad, I., Elahi, N. S., Farooqi, S., & Nisar, A. (2018). The influence of prosocial mo ti va ti on and ci ‐ vility on work engagement:The media ti ng role of thriving at work. Cogent Business & Management, 5(1), 1 ‐19. Abid, G., Zahra, I., & Ahmed, A. (2016). Promo ti ng thriv ‐ ing at work and waning turnover inten ti on: A rela ‐ ti onal perspec ti ve. Future Business Journal, 2(2), 127 ‐137. Afota, M.C., Ollier ‐Malaterre, A., & Vandenberghe, C. (2019). How supervisors set the tone for long hours: Vicarious learning, subordinates’ self ‐mo ti ves and the contagion of working hours. Human Resource Man ‐ agement Review, 29(4), 100673. Andersen, J.A. (2016). An old man and the “sea of lead ‐ ership”. 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