<![CDATA[The shift to hybrid and remote work has positioned team cohesion as a strategic issue in contemporary human resource management, yet the existing literature remains fragmented and shows inconsistent findings regarding its antecedents, mediators, and intervention strategies. This study aims to systematically synthesize the antecedents, mediators, moderators, and managerial intervention strategies of team cohesion in hybrid and remote work contexts, while mapping inconsistent findings and future research agendas. The study employs a Systematic Literature Review (SLR) design with qualitative meta-synthesis following the PRISMA 2020 protocol. Searches were conducted across four databases (Scopus, Web of Science, PsycINFO, EBSCO Business Source Complete) for publications from 2015–2024, yielding 1,271 initial records that, after deduplication, screening, and full-text eligibility assessment, resulted in 62 articles for synthesis (inter-rater reliability Cohen's κ = 0.83). The synthesis shows that team virtuality does not deterministically undermine cohesion but is conditional and mediated by interpersonal trust (74.2% of studies), psychological safety (61.3%), and communication quality (54.8%), with e-leadership quality (87.1%) as the most consistent antecedent. The synthesis also produces a three-tier taxonomy of managerial intervention strategies — structural, relational, and technology-based — whose effectiveness is moderated by organizational culture. Longitudinal studies consistently report cohesion erosion (12–18% over 6–18 months) without active intervention, in contrast to cross-sectional studies reporting increased engagement, indicating the importance of longitudinal research designs for long-term policy. Team cohesion in hybrid and remote work is constructed and maintained rather than naturally emergent, requiring active, layered, and sustained managerial intervention that is sensitive to organizational cultural context.]]>
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