Purpose This study investigates the challenges and professional culture of flexible workers in the United Kingdom (UK) media and communication industries, addressing a gap in existing research and the interplay between demographics, culture and adaptation. While previous studies have focused on freelance journalists and others on public relations practitioners, this research examines the broader category of flexible media and communication workers. Design/methodology/approach This study uses an online survey approach to examine the professional cultures of flexible workers in the UK media and communication sector. A total of 308 participants were recruited through the Prolific survey platform using online purposive sampling to gather insights into their professional culture, motivations, challenges and industry impact. Findings The findings reveal that the transition to flexible work has led to significant challenges for organisations, as collaborations now often occur in virtual environments. Additionally, it was found that flexible workers are no longer committed to a single employer; instead, they are dedicated to building and maintaining their own brands. These workers have become vital in shaping industry trends, continuously adapting to technological advancements, changing trends, and the demands for lifelong learning and adaptability. Research limitations/implications While the sample of 308 respondents provides insights, it may not fully represent the diversity across the UK media sector, particularly among underrepresented groups or regions. The study relies on self-reported data, which may be subject to response bias in participants' perceptions. Although using a mixed-methods approach, the qualitative component could be enhanced through follow-up interviews to deepen interpretation. The cross-sectional design limits conclusions about long-term impacts of flexible work on career development and outcomes. Practical implications To support flexible workers, organisations should establish career development paths, invest in online networking tools and offer mental health resources to reduce isolation. HR policies need to tackle gender-related stigma by fostering inclusive norms around flexibility. Policymakers should encourage fair access to flexible work across regions and industries, preventing unstable employment. Leadership training should focus on building trust and managing dispersed teams. Professionals must remain visible, sustain networks and balance autonomy with connectedness. Flexible working can be valuable for talent retention and attraction among mid-career professionals when supported by intentional structures. Originality/value This research contributes a unique perspective by exploring flexible working arrangements in the UK's media and communication industry through empirical evidence on adoption patterns, perceived work-life balance and career impact, interpreted through Boundary Theory. The study also reflects both cultural and organisational viewpoints, rather than concentrating exclusively on remote working. By merging demographic analysis with boundary theory and blending quantitative data with qualitative nuancing, it provides a detailed understanding of how flexibility transforms organisational norms and career paths. These findings contribute to theoretical discussions and offer practical advice for policy and practice in a workforce shaped by the post-pandemic era.
Chedza Simon (Tue,) studied this question.