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Success factors in managing remote work: a global perspective

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Języki publikacji
EN
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EN
Introduction/background: This paper identifies and analyzes key considerations in managing online, work-from-home business operations. The literature review summarizes research done both previous to and during Covid-19 shutdowns. An original, international survey, conducted in August 2020, polled managers and professional leaders in multiple industries. Aim of the paper: The best use of our survey is to learn about characteristics of remote work, and possible success factors in managing it, which tend to prevail across industry sectors and geographies. Further, our review of the literature is offered as a concise and practical summary of previous research. Altogether, we hope this paper will serve as a step toward building a wide-ranging, well-rounded body of knowledge on the management of remote work, which will be useful to practitioners and scholars alike. Materials and methods: In August 2020 the authors conducted an international, cross-sector survey that drew responses from 158 individuals. The LimeSurvey consisted of 26 questions exploring organizational responses to the pandemic and how people had been managing the transition to remote work. Along with the structured questions - which typically asked respondents to check one answer from a list of possible replies - there were spaces for open-ended comments. Results and conclusions: Analysis and commentary on survey results has largely been done in the sections above. We would conclude, first, by repeating and summarizing a few key points. Providing technologies and tech support for remote work is necessary, but giving remote workers access to the information they need, when they need it, is mission-critical and may be more of a challenge.
Rocznik
Tom
Strony
41--56
Opis fizyczny
Bibliogr. 21 poz.
Twórcy
  • Pennsylvania State University, Faculty of Department of Business, 100 University Drive/Monaca PA 15061, USA
  • Jagiellonian University of Krakow, Department of Management and Marketing, Kraków, Poland
Bibliografia
  • 1. Albrecht, S.L., & Anglim, J. (2017). Employee engagement and emotional exhaustion of fly-in-fly-out workers: A diary study. Australian Journal of Psychology, vol. 70(1), pp. 66-75. doi:10.1111/ajpy.12155.
  • 2. Bark, A.S.H., Escartín, J., Schuh, S.C., & Dick, R.V. (2015). Who Leads More and Why? A Mediation Model from Gender to Leadership Role Occupancy. Journal of Business Ethics, vol. 139(3), pp. 473-483. doi:10.1007/s10551-015-2642-0.
  • 3. Carey, M.P., and Forsyth, A.D. (2009). Teaching Tip Sheet: Self-Efficacy. American Psychological Association, https://www.apa.org/pi/aids/resources/education/self-efficacy, 20 November 2020.
  • 4. Conger, S. (2020). The Impact of the COVID-19 Pandemic on Information Systems Management. Information Systems Management, vol. 37(4), pp. 327-331. doi:10.1080/ 10580530.2020.1820636.
  • 5. Couch, D.L., O'Sullivan, B., & Malatzky, C. (2020). What COVID‐19 could mean for the future of “work from home”: The provocations of three women in the academy. Gender, Work, and Organization, doi:10.1111/gwao.12548.
  • 6. Craig, L., and Churchill, B. (2020). Dual-Earner Parent Couples’ Work and Care During COVID-19. Gender, Work, and Organization, 25 June 2020. https://onlinelibrary.wiley.com/doi/full/10.1111/gwao.12497, 24 October 2020.
  • 7. Crowley, B. (2020). To Zoom, or not to Zoom? the growing role of telepsychiatry in the treatment of children. The Brown University Child and Adolescent Behavior Letter, vol. 36(12), pp. 1-3. doi:10.1002/cbl.30505. https://onlinelibrary.wiley.com/doi/abs/ 10.1002/cbl.30505.
  • 8. Ebner, N., & Greenberg, E.E. (2020). Designing Binge‐Worthy Courses: Pandemic Pleasures and COVID‐19 Consequences. Negotiation Journal, vol. 36(4), pp. 535-560. doi:10.1111/nejo.12339.
  • 9. Felstead, A., & Henseke, G. (2017). Assessing the growth of remote working and its consequences for effort, well-being and work-life balance. New Technology, Work and Employment, vol. 32(3), pp. 195-212. doi:10.1111/ntwe.12097.
  • 10. Gatti, P., Bligh, M.C., & Cortese, C.G. (2019). When a leader job resource can be ambivalent or even destructive: Independence at work as a double-edged sword. Plos One, vol. 14(5). doi:10.1371/journal.pone.0217482.
  • 11. Hope, J. (2020). COVID‐19 response requires planning, flexibility. The Successful Registrar, vol. 20(5), pp. 8-9. doi:10.1002/tsr.30733.
  • 12. Kuc-Czarnecka, M. (2020). COVID-19 and digital deprivation in Poland. Oeconomia Copernicana, vol. 11(3), pp. 415-431. doi:10.24136/oc.2020.017.
  • 13. Manes, N. (2020). The COVID-19 chronicles: How venture capitalists are adjusting to our new normal. Crain's Detroit Business, 26 April, 2020. https://www.crainsdetroit.com/ finance/covid-19-chronicles-how-venture-capitalists-are-adjusting-our-new-normal, 24 November, 2020.
  • 14. Mulrennan, S., & Colt, H. (2020). Medical information and social media in the time of COVID‐19. Respirology (Carlton, Vic.), vol. 25(6), pp. 578-579. doi:10.1111/resp.13832. https://onlinelibrary.wiley.com/doi/10.1111/resp.13832.
  • 15. Mykytyn, P.P. (2020). COVID-19 and Its Impacts on Managing Information Systems. Information Systems Management, vol. 37(4), pp. 267-271. doi:10.1080/10580530. 2020.1818900.
  • 16. Op den Kamp, E.M., Bakker, A.B., Tims, M., & Demerouti, E. (2018, 2020). Proactive vitality management and creative work performance: The role of self-insight and social support. The Journal of Creative Behavior, vol. 54(2), pp. 323-336. doi:10.1002/jocb.368, https://onlinelibrary.wiley.com/doi/full/10.1002/jocb.368.
  • 17. Pavlik, A. (2020). Use tools, have fun to successfully manage remote employees. Enrollment Management Report, vol. 24(6), pp. 1-7. doi:10.1002/emt.30691. https://onlinelibrary.wiley.com/doi/full/10.1002/emt.30691.
  • 18. Staples, D.S., Hulland, J.S., & Higgins, C.A. (2006). A Self-Efficacy Theory Explanation for the Management of Remote Workers in Virtual Organizations. Journal of Computer-Mediated Communication, vol. 3(4), doi:10.1111/j.1083-6101.1998.tb00085.x.
  • 19. Sull, D., Sull, C., and Bersin, J. (2020). Five ways leaders can support remote work. MIT Sloan Management Review, vol. 61(4), pp. 1-10.
  • 20. Thistlethwaite, J., Locke, R., Buckley, S., Chandratilake, M., Jensen, G., Schalkwyk, S.V., & Weller‐Newton, J. (2020). Global perspectives on Covid‐19 from the editorial board. The Clinical Teacher, vol. 17(3), pp. 234-237. doi:10.1111/tct.13167.
  • 21. Travers, J.L., Schroeder, K., Norful, A.A., & Aliyu, S. (2020). The influence of empowered work environments on the psychological experiences of nursing assistants during COVID-19: A qualitative study. BMC Nursing, vol. 19(1). doi:10.1186/s12912-020- 00489-9.
Typ dokumentu
Bibliografia
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