4 Day Week Brazil: Uma análise do projeto piloto para implementação de uma jornada reduzida de trabalho

The four-day workweek has emerged as a response to wellbeing demands without sacrificing competitiveness, yet evidence is scarce on which firms adapt successfully in emerging economies. This study investigated suitable organizational profiles by analyzing 17 Brazilian companies in the 4 Day Week Brazil pilot. Using exploratory-descriptive qualitative research, pre- and post-implementation interviews were refined and coded through Grounded Theory and triangulated with operational indicators. Three archetypes surfaced: high readiness, where temporal autonomy, digital maturity, and relational governance maintain or boost productivity; conditional readiness, in which these pillars are only partial and gains fluctuate; and low readiness, marked by structural rigidity and limited technology, resulting in overload and “illusory time off.” The findings indicate that a shortened workweek is feasible when coupled with self-management and clear metrics, providing guidance for managers to fine-tune processes while deepening understanding of labor innovation in emerging markets.