Organizational behavior from the Covid-19: teleworking and organizational challenges from the pandemic

Closes:

The Covid-19 raised the use of telework from 4.7% to around 17% in the European Union. Both the public and private sectors engaged telework to continue their activity. As a result, there has been a reorganization of work and an increase in digitalization.
While a large body of existing literature focuses on the usefulness of telework (e.g., Bailey and Kurland, 2002; Baruch, 2000; Cooper and Kurland, 2002; Illegems et al., 2001; Ollo-López et al, 2020; Kowalski and Swanson, 2005), extended research about the use of telework and its implications since the pandemics is required (Belzunegui-Eraso and Erro-Garcés, 2021; Bojovic et al., 2020).
Previous research about the effects on working in remote on the organizational behavior referred to the exhaustion derived from the lack of social interactions (Windeler et al., 2017), the adaptation of leadership, specially control functions (Biron and Van Veldhoven 2016; Müller and Niessen, 2019) and job satisfaction (Golden, 2006)
This special issue aims to contribute to the previous literature about modalities of work and to the challenges in organizations since the increase of teleworking from the pandemics.
Interdisciplinary submissions which draw on theoretical, methodological and mainly empirical insights from organizational behavior, management, psychology, and other disciplines are particularly welcome.

List of topic areas

  • Examine the future challenges in public/private organizations behavior from the increase of teleworking from the pandemics
  • Prospective about the roles of business organizations in maintaining the organisational culture in this context
  • Prospective about the impacts of teleworking and organisational innovations related to the pandemics
  • Future public policies to incentive the digital transformation and to facilitate the organizational adaptation to the new context.
  • Best future HR practices to ensure the development of teleworkers and to support new challenges from this situation.
  • Management based on objectives and other management practices to motivate both presential and remote employees
  • Work-life balance and family conciliation
  • Socio-economic implications of teleworking
  • Teleworking experiences in/from the pandemics
  • Dark side of teleworking

Submissions Information

Submissions are made using ScholarOne Manuscripts. Registration and access are available at: https://mc.manuscriptcentral.com/ijm

Author guidelines must be strictly followed. Please see: https://www.emeraldgrouppublishing.com/journal/ijm?distinct_id=174547d23801e4-0bacabbe1c715a-f7b1332-1fa400174547d23819e9&_ga=2.113308419.583459934.1645604633-752658294.1613033893#author-guidelines

Authors should select (from the drop-down menu) the special issue title at the appropriate step in the submission process, i.e. in response to Please select the issue you are submitting to”.

Submitted articles must not have been previously published, nor should they be under consideration for publication anywhere else, while under review for this journal.

Key deadlines

Opening date for manuscripts submissions: 01/10/2022

Closing date for manuscripts submission: 01/01/2023                          

Email for submissions: [email protected]