Did the COVID-19 Lock-Down Make Us Better at Working in Virtual Teams?

Klonek, Florian E.; Kanse, Lisette; Wee, Serena; Runneboom, Cecilia; Parker, Sharon K.

doi:10.1177/10464964211008991

Cited by 33 publications

(29 citation statements)

References 31 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Such a major disruption both externally, because of the change of location (office to home), and internally, e. g., because of technology-mediated interaction, might have led to a new team transformation (Christian et al, 2017). Results from Klonek et al (2021) indicated that teams needed time to adjust to this disruptive situation of working virtually. According to dynamic, cyclical team development mod- Notes.…”

Section: Discussionmentioning

confidence: 99%

Something Old or Something New?

Klostermann

Ontrup

Thomaschewski

et al. 2021

Zeitschrift für Arbeits- und Organisationspsychologie A&O

View full text Add to dashboard Cite

Abstract. In 2020, the COVID-19 pandemic forced organizations to adjust co-located teams to virtual teams instantly. The applicability of known success factors for virtual teamwork to this situation is uncertain. Therefore, this study addresses the following research question: what factors relate to successful team adjustment to the new virtual work context? We hypothesize that perceived team success is influenced by individual and team factors and that these effects of team-related factors on perceived team success are moderated by team processes and team-/task-technology fit. A time-lagged online study was conducted at two timepoints during the initial lockdown in Germany with N = 110 employees working in teams. We found trust, task-technology fit, and communication to be significantly associated with perceived team performance. The results suggest that the instant adjustment might have led to a new phase related to team cycle episodes. We propose guidelines to prepare teams for future instant adjustments.

show abstract

Section: Discussionmentioning

confidence: 99%

Something Old or Something New?

Klostermann

Ontrup

Thomaschewski

et al. 2021

Zeitschrift für Arbeits- und Organisationspsychologie A&O

View full text Add to dashboard Cite

show abstract

“…Due to its relatively broad scope, event system theory is well-suited to investigate the effects of crisis events on employee experiences and behavior. Accordingly, in the context of the COVID-19 pandemic, the theory has already been applied numerous times, for instance to explain changes in helping behavior at work (Shoss et al, 2021), work-family conflict and enrichment (Vaziri et al, 2020), virtual teamwork (Klonek et al, 2021), job insecurity (Lin et al, 2021), and job search behavior (McFarland et al, 2020). From a practical perspective, event system theory could provide insights into how HRM practices (e.g.…”

Section: Event System Theorymentioning

confidence: 99%

Researching employee experiences and behavior in times of crisis: Theoretical and methodological considerations and implications for human resource management

Zacher

Rudolph

2021

German Journal of Human Resource Management: Zeitschrift für Pe

View full text Add to dashboard Cite

Over the past 2 years, numerous empirical studies in the fields of human resource management, organizational behavior, and industrial, work, and organizational psychology have investigated employee experiences and behavior during the COVID-19 pandemic. The goal of this paper is to take a step back and to outline several theoretical and methodological considerations when researching employee experiences and behavior in times of crisis more generally. These insights may be useful when developing conceptual models, designing empirical studies, and managing people in the context of future crises. We first review theoretical approaches that could be applied to explain changes in employee experiences and behavior in times of crisis, including stress theories, theories of adjustment to work-related changes, career construction theory, event system theory, transition-adaptation theories, the crisis management and resilience framework, and the social identity model of identity change. Second, we outline methodological considerations and best practices regarding the research design of quantitative empirical studies, sampling, measurement, and analytic strategies. Throughout, we highlight empirical studies on employee experiences and behavior during the COVID-19 pandemic that have adopted these theoretical approaches and methodological best practices. We conclude with several suggestions for future theory development and empirical studies on employee experiences and behavior as well as human resource management in times of crisis.

show abstract

“…In doing so, we address calls to investigate such coping mechanisms in GVTs (Glazer et al, 2012) and extend existing theorizing on self-regulation, which has focused on coping with leader-, team-, and organization-related factors, but largely ignored the factors situated in the individuals' broader external environment. To this end, our study contributes to recent studies that have examined the determinants of performance in GVTs during the pandemic (e.g., Blanchard, 2021;Klonek et al, 2021;Whillans et al, 2021).…”

mentioning

confidence: 91%

COVID‐19 and individual performance in global virtual teams: The role of self‐regulation and individual cultural value orientations

2022

View full text Add to dashboard Cite

Since the onset of the COVID-19 pandemic, global virtual teams (GVTs) have become increasingly important. Drawing on conservation of resources theory and self-regulation theory, we examined the mechanism and process underlying individuals' performance in GVTs in this specific situation. We posit that the local severity of the pandemic has a negative effect on individuals' performance in GVTs and that self-regulation functions as a coping mechanism in times of pandemic-related ambient stress, reducing its negative effect on performance. We suggest that three cultural value orientations, that is, uncertainty avoidance, collectivism, and long-term orientation, explain different levels of self-regulation, which in turn moderates the relationship between the local severity of the pandemic and individual performance in GVTs. Based on a sample of 2727 individuals from 31 countries participating in an international business consulting project during the early stage of the unfolding pandemic, we show that (a) the local severity of the pandemic had a negative effect on individuals' performance, (b) the negative effect of the pandemic on performance is weaker for individuals with high self-regulation, and (c) uncertainty avoidance and long-term orientation are positively associated with self-regulation, which mediates the moderating relationship between the cultural value orientations and the relationship between the COVID-19 pandemic and individual performance in GVTs.

show abstract

Did the COVID-19 Lock-Down Make Us Better at Working in Virtual Teams?

Cited by 33 publications

References 31 publications

Something Old or Something New?

Something Old or Something New?

Researching employee experiences and behavior in times of crisis: Theoretical and methodological considerations and implications for human resource management

COVID‐19 and individual performance in global virtual teams: The role of self‐regulation and individual cultural value orientations

Contact Info

Product

Resources

About