The 4-Day Workweek: Global Case Studies and Long-Term Viability.

Abstract

The global shift toward flexible work models has accelerated interest in the four-day workweek as a strategic reform for productivity, employee wellbeing, and economic resilience. This study evaluates the long-term viability of the four-day workweek by synthesizing evidence from global pilot programs, national policy trials, and large-scale organizational transformations. Using comparative case analysis across regions including Europe, Asia, and North America, the research examines productivity outcomes, employee satisfaction, burnout reduction, operational efficiency, and sector-specific impacts. Findings from international trials consistently show that reduced weekly hours, when paired with workflow redesign and outcome-based performance metrics, maintain or increase productivity while significantly improving worker wellbeing. However, challenges remain in sectors requiring continuous service delivery, shift-based operations, or labor-intensive workflows. The study highlights the importance of transition frameworks, digital enablement, leadership adaptability, and long-term cost–benefit balancing. Ultimately, global evidence suggests that the four-day workweek is viable for a broad range of industries, but its sustainability depends on policy support, organizational redesign, and cultural acceptance of output-focused work norms. The paper positions the four-day workweek as a transformative labor innovation with measurable economic, social, and psychological benefits, offering a scalable model for future-ready work environments.