From travel to virtual work: The transitional experiences of global workers during Covid-19

Jooss, Stefan; Conroy, Kieran M.; McDonnell, Anthony

doi:10.1016/j.ibusrev.2022.102052

Cited by 13 publications

(10 citation statements)

References 68 publications

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“…COVID-19 brought national lockdowns, self-isolations regulations (e.g. void of physical and social propinquity, travel bans, severely reduced global travel and limited movement of people across borders) and wider restrictions on taken-for-granted civil liberties (Carnevale and Hatak, 2020; Jooss et al ., 2022; Garrido-Moreno et al ., 2021; Kraus et al ., 2023). Such circumstances are threatening the mental health and psychological states amongst individuals (Ghafoor and Harr, 2022; Kraus et al ., 2023; Amari, 2022), thereby making them less predisposed to adopting creative behaviours (Carnevale and Hatak, 2020; Marinova and Marinova, 2021; Kalyar et al ., 2020).…”

Section: Introductionmentioning

confidence: 99%

Does the overall justice climate enhance self-initiated expatriates' creativity during uncertain times ? The mediating role of cross-cultural psychological capital

Amari,

Berraies,

Alshahrani

et al. 2023

JGM

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PurposeBuilding on the conservation of resources (COR) theory, this study aims to explore how overall justice climate (OJC) and cross-cultural psychological capital (CCPsyCap) help highly skilled expatriates develop creative behaviours despite disruptive global macro-events. This topic has not been extensively researched in the context of expatriation, especially amongst self-initiated expatriates (SIEs) from the Middle East and North Africa (MENA) countries.Design/methodology/approachThe data were collected through a web-based questionnaire from 307 SIEs coming from the MENA region and working in different sectors of the Kingdom of Saudi Arabia. The responses were analysed via partial least squares-structural equation modelling (PLS-SEM).FindingsEmpirical evidence shows that no significant direct correlation exists between the OJC and the creativity of SIEs. However, the results demonstrate that this relationship was completely mediated by CCPsyCap.Practical implicationsThe context of high uncertainty may limit individuals' cognitive abilities amongst individuals, in turn, reducing their level of creativity. In this regard, this study identifies the need for host organisations to develop fair human resource policies to enhance creative behaviours amongst SIEs in such a context. It also underlines the role of psychological resources as a coping mechanism that helps those expatriates cope with the diverse challenges of their international assignments.Originality/valueThis study offers new theoretical support for understanding how the combination of OJC and psychological resources constitutes a springboard for enhancing SIEs' creativity in a context of hardship. This study also advances the COR theory by adopting a “cross-level resources caravans” approach.

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Section: Introductionmentioning

confidence: 99%

Does the overall justice climate enhance self-initiated expatriates' creativity during uncertain times ? The mediating role of cross-cultural psychological capital

Amari,

Berraies,

Alshahrani

et al. 2023

JGM

View full text Add to dashboard Cite

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“…However, in spite of the many advantages of virtual work environments, it is observed that the work settings pose peculiar challenges to employees and managers (Selmer et al , 2022; Jooss et al , 2022), which are capable of offsetting the much-reported benefits if not addressed (Wang et al , 2020). For example, it is proved that virtual work settings keep workers and managers physically apart, and this results in low job satisfaction, isolation and trust issues among employees (Dickinson et al , 2022; Hooijberg and Watkins, 2021; Azarian, 2020; Zaharie, 2021; Magnusson et al , 2014; Jimenez et al , 2017; Bentley et al , 2016).…”

Section: Introductionmentioning

confidence: 99%

Addressing virtual work challenges through women’s innate compassionate managerial leadership behaviors: the case of Nigeria

Imhanrenialena,

Ebhotemhen,

Chukwu

et al. 2023

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Purpose This paper aims to explore how women’s compassionate leadership behaviors relate to physical isolation, trust building and turnover intention in virtual work environments in Nigeria. Design/methodology/approach The authors collected quantitative data through two-wave surveys from 428 respondents in virtual work environments across public and private organizations in Nigeria. The proposed hypotheses were tested using partial least squares structural equation modeling. Findings The outcomes from the test of hypotheses suggest that women’s compassionate managerial leadership behaviors negatively relate to physical isolation among virtual workers. Conversely, a positive link was found between women’s compassionate managerial leadership behaviors and trust building. Further, an inverse association was found between women’s compassionate managerial leadership behaviors and turnover intention among virtual workers. Practical implications Based on the findings, organizations may consider deploying more women managers to virtual work schedules to address trust, isolation and turnover intention challenges. Also, HR practitioners may consider training male managers in virtual work on how to restructure their relationships with subordinates to reflect compassionate attributes so that subordinates can feel safe sharing their worries with them for timely support. Policy-wise, relevant government agencies that are saddled with the responsibility of emancipating women from career-inhibiting patriarchal practices in Africa (i.e. confining women to the house) should encourage women to embrace the homeworking model, which holds great career potential for women. Originality/value As a response to the current calls for research on the suitable leadership style for virtual work environments, this study empirically demonstrates that women’s innate compassionate leadership behaviors significantly address physical isolation, trust and turnover intention challenges in virtual work settings. To the authors’ knowledge, this is the first study that explores the link between these variables. As such, this study substantially enriches the literature on gender in management.

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“…Transition period (Jooss et al, 2022), Presencing (Scharmer, 2009), the neutral zone (Bridges, 1986). This is the transformational phase of all transitioning models.…”

Section: Transition Statementioning

confidence: 99%

“…Virtual teams were used by organisations before the -COVID-19 pandemic, particularly in the technology and service industries, to access global talent. Members comprised of multi-cultural and cross-functional individuals to foster innovation through interdisciplinary research and development (Jooss, Conroy & McDonnell, 2022). Both organisations and employees have been found to enjoy the flexibility of running and participating in a virtual team.…”

Section: Benefits Of Virtual Teamsmentioning

confidence: 99%

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Leading from face-to-face to virtual: leaders' experiences at the University of KwaZulu-Natal during the pandemic.

Badru

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The COVID-19 pandemic lockdown disrupted the usual functioning of businesses and organisations had to operate remotely to continue working. This brought about a unique opportunity for organisations such as traditional Higher Education Institutions (HEIs), who would not have previously considered virtual work arrangements, to explore and experience the opportunities and possibilities of virtual work arrangements. Post-COVID-19 pandemic, organisations are now re-strategising and incorporating elements of virtualness in their operations, which require new structures and leadership beyond traditional face-to-face approaches. This increasing interest in virtual work arrangements and existing virtual leadership challenges necessitates further research to explore leaders' experiences of leading virtually during the COVID-19 pandemic to identify successful approaches and their specific challenges. The study employed the qualitative research approach to explore leaders’ experiences of leading virtually during the COVID-19 pandemic at the University of KwaZulu-Natal (UKZN) in South Africa. A purposive sampling technique was used in selecting the study participants. Thirteen participants were interviewed, including academic leaders and directors of professional services. The interviews were recorded via Zoom and subsequently transcribed. Thematic analysis of interview transcripts was undertaken using the NVIVO software. Codes and themes were generated from the analysis to answer the research questions. The study findings revealed that participants adopted and hardened their face-to-face leadership styles upon transitioning to virtual leadership. Amongst the attributes and behaviours exhibited by the leaders were trust, empathy, good communication, consultation, and self-confidence. Some of the challenges participants faced when leading virtually included a lack of participation by subordinates, slow response rates, exhaustion, balancing work and personal life, isolation, and load shedding. Generally, participants expressed both positive and negative feelings toward leading virtually during the COVID-19 pandemic. All participants believed that the era of completely face-to-face work arrangements is over and that a hybrid working model should be adopted and institutionalised in the future. Based on the key findings of the study, a face-to-face-to virtual leadership transition conceptual framework was developed to illustrate the possible journey of face-to-face leaders to become virtual leaders.

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From travel to virtual work: The transitional experiences of global workers during Covid-19

Cited by 13 publications

References 68 publications

Does the overall justice climate enhance self-initiated expatriates' creativity during uncertain times ? The mediating role of cross-cultural psychological capital

Does the overall justice climate enhance self-initiated expatriates' creativity during uncertain times ? The mediating role of cross-cultural psychological capital

Addressing virtual work challenges through women’s innate compassionate managerial leadership behaviors: the case of Nigeria

Leading from face-to-face to virtual: leaders' experiences at the University of KwaZulu-Natal during the pandemic.

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