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Human Impacts and Organizational Change: Digital Well-Being, Remote Work, and Psychosocial Sustainability
Abstract
This chapter delves into how digital well-being, remote work, and psychosocial sustainability intersect as key aspects of organizational change in today's digital era. With hybrid work becoming standard, issues such as digital fatigue, mental health challenges, and social isolation have emerged. Utilizing Self-Determination Theory, the Job Demands-Resources Model, and Socio-Technical Systems Theory, the chapter introduces a human-focused framework called CARE (Culture, Autonomy, Resilience, Equity) aimed at embedding emotional resilience, inclusive leadership, and ethical digital practices into HR strategies. It stresses the pressing necessity for organizations to transition from productivity-centered models to those that emphasize psychological safety, equitable access, and employee well-being. Through practical insights and interdisciplinary research, the chapter reimagines sustainable workplaces as environments where digital efficiency is harmonized with empathy and enduring well-being.
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