Abstract* Background The global consolidation of hybrid work models has prompted growing scholarly interest in their organizational consequences, particularly regarding employee commitment. In Peru, where hybrid arrangements are still being institutionalized across service sectors, evidence of their impact on organizational commitment remains scarce. Methods This study employed a sequential explanatory mixed-methods design. A survey instrument grounded in Hackman and Oldham’s (1976) Job Enrichment Model and Meyer and Allen’s (1991) Three-Component Model was administered to a census sample of 60 employees of a consulting firm in Chimbote, Peru. Quantitative data were analysed using IBM SPSS Statistics v.29, including simple linear regression and Spearman correlation. Instrument reliability was assessed via Cronbach’s alpha (α = .883). Additionally, semi-structured interviews were conducted with four area leaders to provide qualitative depth and contextual explanation of the quantitative findings. Results Hybrid work exerted a positive and statistically significant influence on organizational commitment (β = 0.455, p
Guzmán-Rodríguez et al. (Sat,) studied this question.