Virtual Management and the New Normal: New Perspectives on HRM and Leadership since the COVID-19 Pandemic

Foreword
Evolving Telework
	The Beginning
	The Middle
The Dawn, Among Other Things, Breaks
Preface
Contents
Notes on Contributors
List of Figures
List of Tables
1: Introduction
	References
Part I: Reflections on Remote Working in the Past and Future and the Impact on the Organizational Level: Remote Working Pre-Pandemic and Post-Pandemic
	2: Three Organizational Perspectives on the Adoption of Telework
		Introduction
		Three Organizational Perspectives
			The Technological Perspective
			The Performance Gap Perspective
			The Institutional Perspective
				Coercive Pressure
				Normative Pressure
				Mimetic Pressure
		Teleworking in Multi-Located Units (Pre-2020)
		Understanding Telework in the Lockdown and Post-COVID-19 Period
			The Lockdown Period
			The Post-COVID-19 Period: And the Emergence of the “New Normal”
		Conclusion
		References
	3: Shaping Hybrid Collaborating Organizations
		Introduction
		Before COVID: The Onsite Stage
		During the Lockdown: The “Full/Strictly Remote” Stage
		After COVID: The Rise of Hybrid Work Collaborating Organizations
		Discussion
		References
	4: Constructing New Organizational Identities in a Post-pandemic Return: Managerial Dilemmas in Balancing the Spatial Redesign of Telework with Workplace Dynamics and the External Imperative for Flexibility
		Introduction
		Theoretical Perspectives on Organizational Identities and Spatial Redesigns
		Methodology and Major Characteristics of Spatial Redesigns During the COVID-19 Pandemic
		Spatial Redesigns and Dilemmas of Trust-Based Management
		Spatial Redesigns and Dilemmas of Workplace Dynamics
		Organizational Strategies and Dilemmas in a Post-pandemic Return
		Concluding Discussion
		References
	5: How Working Remotely for an Indefinite Period Affects Resilient Trust Between Manager and Employee
		Introduction
		The Concept of Trust
		Theoretical Perspectives
			Different Forms of Proximity
			The Role of Types of Proximity in Building and Maintaining Affective and Cognitive Trust
			Challenges for Virtual Leaders
		Methodological Choices
			Selection of Respondents
			Conducting the Interviews
			Analysis Process
			Reliability
			Validity
		Results
			Changes in Communication
			Knowledge Sharing
			Social Exchange
			Trust-Based Management and Leadership
		Discussion
			Still the Same Degree of Resilient Trust?
			Cognitive Trust Among Employees
			Affective Trust Among Employees
			Has the Manager’s Trust Changed?
			Why Differences in the Answers?
			Distance Management Is Important for Trust, but Variations in Practice
			What Can We Learn from This When It Comes to Trust-Based Distance Management?
		Conclusion
		References
	6: Exploring Virtual Management and HRM in Thin Organizational Places During the COVID-19 Pandemic
		Introduction
		Theoretical Lens
		Methods
		Results
			Managing Virtual Organizational Places
			Virtual Fika
			Challenges for Human Resources in Thin Places
			Leadership and Control in Thin Places
		Conclusion
		References
Part II: Reflections on How to Manage Hybrid Working: HRM and Leadership
	7: The Employment Relationship Amidst and Beyond the COVID-19 Pandemic: The Role of (Responsible) Inclusive Leadership in Managing Psychological Contracts
		Introduction
		Psychological Contracts
		Psychological Contracts Amidst and the Post COVID-19 Pandemic
		(Responsible) Inclusive Leadership
		Challenges in Employing (Responsible) Inclusive Leadership in Managing Post-COVID-19 Psychological Contracts
		Recommendations for Future Research
			Recommendations for Practice
		References
	8: Human Resource Management in Times of the Pandemic: Clustering HR Managers’ Use of High-Performance Work Systems
		Introduction
		Theoretical Framework
			High-Performance Work Systems
			High-Performance Work Systems in Times of a Crisis
		Methods
			Data Collection
			Sample Characteristics
			Measures
			Factors of the Internal and External Environment
			Statistical Procedure
		Results
		Discussion
			Implications
			Limitations and Future Research
		Conclusion
		References
	9: Changes in Learning Tensions Among Geographically Distributed HR Advisors During the COVID-19 Pandemic
		Introduction
			Background
		Theoretical Framework
			HR Service Delivery
				Characteristics and Tensions in the Work of HR Advisors
				Distance and Proximity in the Work of HR, Types of Distance and Proximity
				Technology, Distance, and Innovation
		Methodological Choices
			Empirical Context
		Empirical Findings
			Changes in Geographic Distance
			Changes in Cooperation and Knowledge Sharing Among HR Advisors Before and During the Pandemic
		Discussions
			Changes in Learning Tensions Related to the Digitalization of the Work of HR Advisors
			What Are Changes in Learning Tensions Among HR Advisors Related to Knowledge Flows and Management Support?
			Geographical Distance and Technology: Enabler or Barrier to Innovation?
		Conclusion
			Strengths and Weaknesses
			Practical and Theoretical Implications, the Need for More Research
		References
	10: Old Normal, New Normal, or Renewed Normal: How COVID-19 Changed Human Resource Development
		Introduction
		Concepts
			Normal
			HRD
		Methodology
		Findings
			Work Environment and COVID-19
			Competences and the COVID-19 Pandemic
			Training and the COVID-19 Pandemic
			Skills and the COVID-19 Pandemic
		Summary of Key Findings
		Discussion
		Conclusion
		References
	11: How Can Organizations Improve Virtual Onboarding? Key Learnings from the Pandemic
		Introduction
			What Are the Objectives of the Onboarding Process?
			What Are the Main Challenges Experienced by Newcomers Through Virtual Onboarding During the Pandemic?
				The Increased Risk of Social Isolation
				The Slower Learning Processes
				The Hampered Development of Trust
			Sustainable Solutions for Improving Remote Onboarding
				Setting Up the Right Technological Ecosystem
				Practising Social Onboarding
				Gamifying
				Creating Collaborative Virtual Spaces for Newcomers
				Preventing Information Overload
		Conclusion: Onboarding in a Post-pandemic Scenario
		References
	12: Onboarding and Socialization Under COVID-19 Crisis: A Knowledge Management Perspective
		Introduction
		Theoretical Foundation
		Method of Inquiry
			The Case
		Results and Discussion
			Experiences from Digital Onboarding
			Organizational Socialization
			How Do the Newcomers View Their “New Normal” Workday?
		Conclusion
		References
	13: Leadership in Hybrid Workplaces: A Win-Win for Work-Innovation and Work-Family Balance Through Work-Related Flow?
		Introduction
		Theory and Hypotheses
			The Mutual-Gains Perspective
			Hypotheses
				Work-Related Flow Mediating the Relationships Between Empowering Leadership and Innovative Work-Behaviour and Work-Family Balance
				Work-Related Flow Mediating the Relationships Between Directive Leadership and Innovative Work-Behaviour and Work-Family Balance
		Methodology
			Sample
			Measures
			Procedure
		Results
			Model Characteristics
		Model Estimations
		Conclusion and Discussion
			Theoretical Implications
				The Mediating Role of Work-Related Flow in the Relationships Between Empowering Leadership and Innovative Work-Behaviour and Work-Family Balance
				The Mediating Role of Work-Related Flow in the Relationships Between Directive Leadership and Innovative Work-Behaviour and Work-Family Balance
			Limitations and Future Research
			Practical Implications
		References
Part III: Reflections on Outcomes of Remote Working
	14: Dual Role of Leadership in ‘Janus-Faced’ Telework from Home
		Introduction
		Remote Work and Telework Challenge Leadership
			The Role of Leadership
			Leading Remotely During the Pandemic
			Identifying Challenges and Benefits in Teleworking from Home
		Methodology
		Results
			Teleworkers’ Ambivalences in WFH
			Teleworking Leaders’ Ambivalences in WFH
		Discussion and Conclusions
			‘Janus-Faced’ Telework and the Dual Role of Teleworking Leaders
			Design of Hybrid Work
		References
	15: Security Issues at the Time of the Pandemic and Distance Work
		Introduction
			Home at Work
			Working from Home: Data Security and Data Privacy
			Working from Home: Aspects of Physical Safety
			Working from Home: Aspects of Mental Well-Being
		Conclusion and Discussion
			Practical Implications to Mitigating Risks
		References
	16: Eroding Boundaries and Creeping Control: “Digital Regulation” as New Normal Work
		Introduction
		Blurred Boundaries Have Become the “New Normal” of Work
			Boundaries Between Work and Life
			COVID-19 Has Precipitated Blurred Boundaries as the “New Normal”
		Quantified Organizational Control Has Become the “New Normal” of Work
			Organizational Control
			COVID-19 Has Sped Up the Quantification of Control
		Digital Regulation as a Way for Employees to Regain Agency and Control
			Regulating Connectivity
			Regulating Self-Presentation
			Regulating Privacy
		Conclusion
		References
	17: COVID-19 “Passports” and the Safe Return to Work: Consideration for HR Professionals on How to Navigate This New Responsibility
		Background
			Conceptual Framework
		Methods
			Discourse Analysis
			Data Collection and Analysis
		Findings and Discussion
			Environment Considerations
			Organizational Considerations
			Technology Considerations
			Task/Process Considerations
		Conclusions
		Appendix 1: List of Qualifying Pulse Articles, Comments and Articles Identified Via Google
		References
	18: Perceived Lockdown Intensity, Work-Family Conflict and Work Engagement: The Importance of Family Supportive Supervisor Behaviour During the COVID-19 Crisis
		Introduction
		Theoretical Framework
			The Relationship Between Perceived Lockdown Intensity and Work Engagement
			The Mediating Role of Work-Family Conflict in the Relationship Between Perceived Lockdown Intensity and Work Engagement
			The Moderating Role of Family Supportive Supervisor Behaviour in Times of Crisis
		Methods
			Research Design and Respondent Characteristics
		Operationalization
		Analyses
		Results
			Explaining Work Engagement
			Explaining Work-Family Conflict
			Additional Analyses
		Discussion and Conclusion
			Perceived Lockdown Intensity and Work Engagement
			The Mediating Role of Work-Family Conflict
			The Moderating Role of Family Supportive Supervision Behaviour in Times of COVID-19 in the Relationship Between Work-Family Conflict and Work Engagement
		Limitations and Future Research
		Practical Recommendations
		References
	19: Sustainable Leadership and Work-Nonwork Boundary Management and in a Changing World of Work
		Introduction
		Theoretical Background
			Boundary Theory
			Authentic Leadership
		Method
			Participants and Procedure
		Analysis
		Results
			Work Situation
			Leading Oneself and Others
				Communication
				Trust
			Boundaries and Balance
		Discussion
		Strengths and Limitations
		Conclusion and Practical Implication
		References
	20: Epilogue: The Future of Work and How to Organize and Manage It
		A Helicopter View of the Chapters
		Hybrid Ways of Working as the “New Normal”
		Implications of Hybrid Working for HRM
			Strategic Alignment
			Institutional Alignment
			Organizational Alignment
			Internal Alignment
		Implications of Hybrid Working for Leadership
		A Window of Opportunity for Sustainable HRM and Responsible and Inclusive Leadership
		Limitations and Implications for Research and Management Practice
		Conclusion
		References
Index