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The purpose of this paper is to explore the critical role of strategic HR in helping organisations optimise hybrid and remote work to seise the opportunities of the distributed workforce that has evolved in response to the COVID-19 pandemic.

This paper combines industry figures, academic studies and emerging HR best practices to illustrate integrated strategies for how strategic HR can develop with the distributed workforce.

Organisations that implement holistically integrated HR strategies for the distributed workforce are best suited to attract, engage and retain talent, no matter where employees are located. Strategic HR helps organisations succeed in areas such as facilitating virtual collaboration, designing successful workplace experiences, expanding their talent markets and developing new leadership skills and values for geographically dispersed teams.

This paper provides a novel approach to the concept of work and the role of strategic HR in the redesign of it. This paper introduces novel concepts and actionable theory for reaching the change to these newly disparate models that will affect the design of the workplace for years to come.

This study aims to investigate which configurations of organizational-level and group-level management controls support an identity fit for management accountants in the management accounting profession. It aims to complement recent qualitative management accounting research. This stream just begun to use role and identity theory to investigate role expectations, conflicts and coping strategies of management accountants when they struggle with their work identity.

Based on configuration theory, this study uses a fuzzy-set qualitative comparative analysis to indicate all possible configurations of formal and informal management controls that improve management accountants’ sense of their identity in an organization. The analyses are based on the results of a cross-sectional survey of 277 management accountants from Germany, Austria, Switzerland and Liechtenstein.

The results show that a strong group culture and high psychological safety at the group level are relevant conditions for a high identity fit. Further, the configurations differ regarding the career stages of management accountants.

This study contributes to work identity research of management accountants and to research on formal and informal control configurations as a control package. It is of particular importance for various professions that are affected by role change, as from the findings on management accountants’ identity fit, implications can also be made for other organizational functions that need to engage in identity work.