What will mobile and virtual work look like in the future?—Results of a Delphi-based study

Kauffeld, Simone; Tartler, Darien; Gräfe, Hendrik; Windmann, Ann-Kathrin; Sauer, Nils Christian

doi:10.1007/s11612-022-00627-8

Cited by 24 publications

(23 citation statements)

References 100 publications

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“…Thus, social interactions happen in new, digitally mediated ways. While this can create opportunities for interaction in hybrid work, it may also negatively affect, for example, teambuilding [ 117 ]. The negotiation of decision making and operational latitude occurs not only between humans, but also in interaction with algorithms and artificial intelligence [ 118 ].…”

Section: Discussionmentioning

confidence: 99%

Criteria and Guidelines for Human-Centered Work Design in a Digitally Transformed World of Work: Findings from a Formal Consensus Process

Tegtmeier

Weber²,

Sommer

et al. 2022

IJERPH

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With the increasing digital transformation, work tasks are changing—in some cases, significantly. Our study addresses the question of whether the established criteria for work design are still sufficient or if they should get updated and additional criteria become necessary in the context of digitalization. In a multistage consensus process involving interdisciplinary groups of experts, we have identified specific criteria for the humane design of work in a world increasingly permeated by digitalized work tools. Starting with an expert workshop using a combined nominal group/focus group technique, followed by a real-time Delphi study, a content analysis and a five-stage peer comment process, we detected 13 criteria and 38 design guidelines for human-centered work in digital transformation. Mapping these with established criteria, it became apparent that some established criteria have experienced a new dynamic because of the digital transformation. For other criteria, a need for digitization-sensitive design is discernible. In addition, criteria have emerged whose necessity is rooted in the digital transformation. A diffusion and stronger interconnection of the various levels of the work system in connection with the digital transformation of work is apparent.

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Section: Discussionmentioning

confidence: 99%

Criteria and Guidelines for Human-Centered Work Design in a Digitally Transformed World of Work: Findings from a Formal Consensus Process

Tegtmeier

Weber²,

Sommer

et al. 2022

IJERPH

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“…Support of employee motivation leads to reliability. Managers are required to adapt their leadership style to the requirements of virtual teamwork (Kauffeld et al, 2022) to training needs of their staff, which was tested and accepted by H4.…”

Section: Discussionmentioning

confidence: 99%

Innovative Approaches to Management of Virtual Teams Leading to Reliability and Retention

Depoo

Hyršlová

2022

QIP Journal

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Purpose: The paper focuses on identification of variables affecting management leading to reliability and retention of virtual teams. Methodology/Approach: The data were collected globally from 323 managers working with virtual teams; members were hired and worked fully virtually with team members from different countries and time zones. Respondents were from all continents. The data were evaluated by tested by reliability tests and two and multidimensional statistics (Spearman’s correlation, principal component and factor analysis). Findings: Empowerment and encouraging were proven as variables significantly affecting management of virtual teams’ reliability. Variables leading to employee retention are communication, performance appraisal, career plans, training and leadership/supervision to overcome barriers. Efficient management in virtual environment is significantly related to policies and career possibilities. Over 20% of managers are incompetent to work with virtual teams. The main threat leading to failure of virtual teams is burn out based on social distancing. Research Limitation/Implication: Limitation of the study is the first approach to the virtual teams’ management only focusing on ICT employees. The findings revealed significant relations leading to virtual operations impacting employees’ performance, reliability and retention. Originality/Value of paper: This paper provides an insight into the importance of innovative approach to virtual teams, as virtual employees may strive with low social contact and less support from organization.

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“…In virtual collaboration higher flexibility comes with higher demands for self-organization (Kauffeld et al. 2022 ). Autonomy is known to be a job resource (Demerouti and Nachreiner 2019 ) and has benefits like reduced work-home-conflict (Allen et al.…”

Section: Changing Working Conditions In the Covid-19 Pandemicmentioning

confidence: 99%

Negative effects of time autonomy in digital collaboration

Mander

Antoni

2023

Gr Interakt Org

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This article in the journal Group. Interaction. Organization (GIO) focuses on the effects of time autonomy on job-to-home spillover and emotional exhaustion when employees face high time pressure in digital collaboration. We assume time autonomy to strengthen rather than to buffer the detrimental indirect effects of high time pressure on emotional exhaustion via job-to-home spillover, and that high digital collaboration amplifies this effect even further. In a sample of N = 111 employees, we investigated this research question using conditional process analysis. Results support our assumptions as for high digital collaboration high time autonomy amplified the detrimental indirect effect of time pressure on emotional exhaustion via job-to-home spillover, whereas for low digital collaboration high time autonomy buffered this indirect effect. Thus, employees’ risk for emotional exhaustion is higher when time pressure, time autonomy and digital collaboration are high. Therefore, employees and leaders should carefully consider their choices concerning the use of time in the context of digital collaboration.

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What will mobile and virtual work look like in the future?—Results of a Delphi-based study

Cited by 24 publications

References 100 publications

Criteria and Guidelines for Human-Centered Work Design in a Digitally Transformed World of Work: Findings from a Formal Consensus Process

Criteria and Guidelines for Human-Centered Work Design in a Digitally Transformed World of Work: Findings from a Formal Consensus Process

Innovative Approaches to Management of Virtual Teams Leading to Reliability and Retention

Negative effects of time autonomy in digital collaboration

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