Index

Citation

(2021), "Index", Kumar, P., Agrawal, A. and Budhwar, P. (Ed.) Work from Home: Multi-level Perspectives on the New Normal, Emerald Publishing Limited, Leeds, pp. 227-235. https://doi.org/10.1108/978-1-80071-661-220210013

Publisher

:

Emerald Publishing Limited

Copyright © 2022 Emerald Publishing Limited

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INDEX

Note: Page numbers followed by “n” indicate notes.

Act

, 188–189

Activity-based offices

, 184

Adaptability

, 61

Adaptive structuration theory (AST)

, 40, 42–43

Advanced communication technologies

, 40

Affect theory of social exchange

, 24–25, 28–29

Agency

, 184, 188–189

Agent

, 188–189

Agent–scene romanticisation of WFH

, 189

agent–scene scripts

, 193

analysis of narrative ratios

, 189–192

coding WFH pins

, 187–189

dramatism and pentadic criticism methodology

, 186

employee as agent

, 193–195

employer as agent

, 195

enhancing WFH agency of employees

, 196

implications of agent–scene ratio for WFH

, 192

romanticisation of WFH

, 192–193

scenes of work garner attention

, 183–184

work scenes literature review

, 184–185

Aggregate average trend analysis

, 12

Allen curve

, 17

Alphabet (parent company of Google)

, 23

American Community Service (ACS)

, 76

Appropriation

, 43

Architects

, 185

Autonomous motivation

, 137–138

Autonomy

, 154

Being innovative

, 66–67

Being real

, 67

Being whole

, 65–66

Boundary theory

, 62

Brainstorming

, 62

Builders

, 185

Call-and-meeting-function

, 45

Career management

, 61

practices

, 161

Case study method

, 206

CEO

, 107

dynamic between CEO, team and membership

, 107–109

shared leadership

, 109

Chief financial officers (CFOs)

, 18

Co-worker support

, 26, 28–30

Coding WFH pins

, 187

coding rhetorical artefacts

, 188–189

selecting rhetorical artefacts

, 187–188

Collaboration

, 216–217

collaboration/connectedness

, 8–10

Collectivism

, 157

Communication, 62 (see also Digital communication)

COVID-19 and use of

, 41

remote work policy

, 160

technologies

, 8

Comparative fit index (CFI)

, 85

Compatibility

, 81, 85

information quality influence on

, 88–89

online teaching satisfaction and

, 87–88

relationship among online teaching satisfaction, online teaching intention, psychological availability and

, 83

relationship between information, system, and service quality and

, 82

service quality influence on

, 88

Compensation theory

, 60

Competing Values Framework

, 33, 176

Computer-aided supplemental work at home

, 205

Conflicts and trust

, 216

Connectedness

, 4

Connectivity

, 61

Control variables

, 85

Convenience

, 215–216

Coordination

, 216–217

Corporate culture

, 18

Corporate social responsibility (CSR)

, 67, 107

Counter-normative employment practices

, 156

Country norms

, 156–157

COVID-19

, 63

crisis

, 4, 98

EVB through digital voice channels

, 41–42

guiding framework

, 42–43

organisational environment and COVID restrictions

, 46–47

outbreak

, 5

pandemic

, 22–23, 40, 97, 148, 173, 184, 203

and use of communication technologies

, 41

virus

, 21, 166

Creative problem-solving

, 62

Crisis leaders

, 98

CrossFit

, 22

Culture conceptualisations

, 167–168

in WFH space

, 168–169

Data analysis

, 105

Differentiation paradigm views culture

, 168

Digital communication

, 8, 40, 43, 52

structures of digital communication technology

, 45–46

Digital distractions

, 52

Digital nomads

, 62

Digital platforms

, 215

Digital voice channel

, 40

EVB through

, 41–42

missing spark in

, 49–53

Digitalisation

, 40

EVB

, 44–45

findings

, 44

future research

, 53–54

group internal systems

, 47

methodology

, 43–44

missing spark in digital voice channels

, 49–53

organisational environment and COVID restrictions

, 46–47

practical and theoretical implications

, 54–55

structures of digital communication technology

, 45–46

of voice channels

, 47–48

Dimensions

, 78

Dispersed attention

, 52

Dramatism

, 184, 186–187

Dual-career families

, 7

Dugnad

, 68

Electronic communication, robustness of

, 155

Embedded agency

, 204

Employee voice behaviour (EVB)

, 40–41

through digital voice channels

, 41–42

Employees

, 76, 134, 173, 217

employee–management relationships

, 42

engagement

, 138

loneliness connection

, 25

need for autonomy

, 173–174

need for competence

, 174–175

need for relatedness

, 174

productivity

, 153

satisfaction

, 183

socialisation

, 154

turnover

, 149

WFH trainings

, 121

Employer as agent

, 195

Employment

, 205

practices

, 156

Engineers

, 185

Entrepreneur

, 217

Environmental Comfort model

, 135

Environmental psychology

, 135

Executive presidium

, 109–110

Experimentation

, 215

External stakeholders

, 103

Extroversion

, 134

Extroverts at work

, 135–136

Facebook

, 23

FaceTime

, 63

Feminism

, 156

Five-unit Likert scale

, 11

Formal interactions

, 214

Fragmentation paradigm

, 168

Freedom, United States and

, 69

Gender roles/norms

, 60

GetAbstract

, 132

Global COVID-19 pandemic

, 10

Global virtual workforce

, 4

Goal setting

, 61

Google

, 63

Grade point average (GPA)

, 138

Gradient organisationality

, 184, 185

Great Depression

, 4

Group internal systems

, 47

Hawthorne effects

, 8

Hierarchy

, 215

Hiring

, 214–215

Home-based work

, 23

Home–work conflict

, 78

Human beings

, 28

Human resource management (HRM)

, 171–173, 205

Human resources (HR)

, 5, 157, 166, 214

Human–technology interaction

, 43

Hybrid workspace

, 222–223

In-depth interviews

, 87

In-person collaborative interactions

, 17

In-person instruction

, 81

India

within case analysis

, 208–214

case selection and data collection

, 206–207

collaboration and coordination

, 216–217

conflicts and trust

, 216

convenience

, 215–216

COVID-19 pandemic

, 203

data analysis

, 207–208

employee and entrepreneur

, 217

formal and informal interactions

, 214

future research agenda

, 224

hierarchy and type of work

, 215

hiring and onboarding

, 214–215

hybrid workspace

, 222–223

innovation and experimentation

, 215

institutional logics

, 204–205, 217

managerial and policy implications

, 223

organisational culture

, 214

reporting and control

, 215

research methodology

, 206

theoretical framework and literature review

, 204

WFH literature

, 205–206

WFH space

, 221–222

WFO space

, 217–221

work from home in

, 204, 216

Individual innovation

, 66

Individualism

, 156

Industry norms

, 156

Influential organisational agents

, 185

Informal digital communication technologies

, 40–41

Informal interactions

, 152, 214

Information and communication technologies (ICTs)

, 76, 78, 205

Information quality

, 79, 85

influence on compatibility

, 88–89

Information systems

, 62

Information systems success model (ISSM)

, 78–79

Information technology (IT)

, 43, 150

Innovation

, 66–67, 215

Institutional entrepreneurship

, 204

Institutional logics

, 204–205, 217

Institutional Review Board (IRB)

, 12

Institutional theory

, 204

Institutional work

, 204

Institutionalized practices

, 99

Instructional technologies

, 78

Instructional technology system

, 79–80

Integration paradigm views culture

, 168

Internal organisational actors

, 177

Internal stakeholders

, 103

International Labour Organizations (ILO)

, 148, 203

International women leaders

, 63

Internet connection

, 16

Introversion

, 134

Introverts at work

, 135–136

Intuitive working relations

, 99

Job satisfaction

, 4, 7–8

Kenneth Burke’s dramatism approach

, 184

Knowledge sharing

, 152

Labour force

, 60

Leadership

, 98–99

Life course framework

, 61

Life integration framework

, 65, 67

being innovative

, 66–67

being real

, 67

being whole

, 65–66

literature review

, 59–64

methodology

, 64–65

Norway and equality

, 67–68

Sri Lanka and family first

, 68–69

United States and freedom

, 69

WFH

, 58

Life space

, 60

Likert scale

, 12, 83

Limited career advancement opportunities as barrier

, 118–120

Lockdown

, 101

Loneliness

, 21–22

Managerial perceptions of productivity

, 4

Mandatory social distancing

, 166

Masculinity contest culture (MCC), 22, 30 (see also Organisational culture)

at work

, 26–28

Mass virtual adoption

design

, 11

implications and contribution to knowledge

, 17–18

limitations

, 16–17

literature review

, 4–10

materials and procedure

, 11–12

method

, 10

participants

, 11

results

, 12–15

sustained virtual working effects on worker productivity during pandemic

, 4

virtual work 15–16

Meaningful identity

, 61

Mentoring relationships

, 122–123

Microsoft Teams

, 63

Missing spark in digital voice channels

, 49–53

Mixed-method approach

, 77, 83

Narrative ratios analysis

, 189, 192

commercialising agents, commercialised scenes

, 190

organising agents, organised scenes

, 190–191

producing agents, productive scenes

, 191

scene–agent ratio

, 191–192

NCR Corporation

, 159–160

New York City (NYC)

, 23

Nike

, 22, 27

Non-verbal communication

, 50

Norway and equality

, 67–68

Oil crisis (1970s)

, 5

Onboarding

, 214–215

Online education

, 81–82

Online teaching intention

, 83, 85

Online teaching satisfaction

, 83, 85

and compatibility

, 87–88

Open-ended questions

, 64, 87

Organisation culture theory

, 166

Organisational behaviour

, 134

Organisational culture

, 148–149, 167, 214

characteristics of remote work and implications for

, 149–150

conceptualisation of culture in WFH Space

, 168–169

culture conceptualisations

, 167–168

remote work outcomes with

, 150

stronger/weaker effect on organisational culture

, 153–157

triadic assessment of concerns and responses to external shocks

, 169

WFH implications and influences on

, 175–177

Organisational environment and COVID restrictions

, 46–47

Organisational identification

, 150–151

Organisational legitimacy

, 204

Organisational policies and practices to support effective WFH

, 120–123

Organisational space

, 185

Organisational support

, 160–161

Organised scenes

, 190–191

Organising agents

, 190–191

Orientation

, 160

Pentadic criticism methodology

, 186, 187

Perceived productivity

, 4, 12

Performance management system

, 120–121

Personality

characteristics

, 136

personality-work environment

, 139

traits

, 132, 139

type

, 140

Pinterest

, 190

and WFH pins and boards

, 187–188

Post-pandemic

, 159

Producing agents

, 191

Productive scenes

, 191

Productivity

, 5–7, 17, 183

Prohibitive EVB

, 41

Promotive EVB

, 41

Psychological availability

, 81–82, 85, 89

relationship among information, system, and service quality and

, 82––83

relationship among online teaching satisfaction, online teaching intention, compatibility, and

, 83

system quality influence on

, 89–90

Purpose

, 188–189

PwC

, 148

Qualitative approach

, 64

Qualitative research

, 105

design

, 43

Qualtrics

, 11

Rational tactics

, 194

Remote work

, 7, 40, 184

characteristics and implications for organisational culture

, 149–150

communicate remote work policy

, 160

country norms

, 156–157

employee productivity

, 153

employee socialisation

, 154

implications

, 157

industry norms

, 156

isolation

, 151

knowledge sharing

, 152

opportunities

, 62

organisational and supervisory support

, 160–161

organisational culture

, 148–149

organisational identification

, 150–151

outcomes with organisational culture as mediating mechanism

, 150

practical implications

, 159

programme type

, 153–154

remote workers vs. those in-office

, 158

research implications

, 158

robustness of electronic communication

, 155

stronger/weaker effect on organisational culture

, 153

supervisory support

, 154–155

training and orientation

, 160

turnover

, 152

work group/departmental differences

, 159

Remote workers vs. those in-office

, 158

Reporting and control

, 215

Resource-based approach of shared leadership

, 99

Results-only work environment (ROWE)

, 6

Robustness of electronic communication

, 155

Role modelling, opportunities for

, 122

Romanticisation of WFH

, 192–193

Root mean square error of approximation (RMSEA)

, 85

Scene

, 188–189

scene–agent ratio

, 191–192

Scholastic aptitude test (SAT)

, 138

Science, technology, engineering, and mathematics fields (STEM fields)

, 114

Self-determination theory (SDT)

, 132, 134, 137

Semi-structured in-depth interviews

, 43

Sense of collaboration

, 4

Sense-making

, 98

Service quality

, 80, 85

influence on compatibility

, 88

Seven-dimensional ACHIEVE questionnaire

, 6

Severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2)

, 4

Sexual harassment

, 26–27

Shared leadership

, 16, 98–99

CEO’s shared leadership

, 109

during COVID-19 crisis

, 98

dynamic between CEO, team and membership

, 107–109

executive presidium

, 109–110

literature review

, 98–101

new role in enhanced advocacy

, 107

research setting and methodology

, 101–105

serving membership

, 105–106

She-cession

, 69

Simple post-crisis rebound recovery

, 97

Six-dimensional productivity

, 7–8

6-point Likert scale

, 84

Social distancing

, 21–22

Social exchange

, 24–25

Social isolation

, 16, 22

Social networking sites (SNS)

, 187–188

Social support

, 116

Socialisation

, 154

SocialPro

, 22

Socio-technical processes

, 42

Solidarity

, 25

Spillover theory

, 59

Spontaneous collaboration

, 99

Sri Lanka and family first

, 68–69

Stakeholder

, 109–110

Standardised root mean square residual (SRMR)

, 85

Statistical analysis

, 85

Stay-at-home orders

, 166

Strategic HR management

, 166

Stressor

, 134–135

Structural equation modelling (SEM)

, 85

Structural features

, 45

Structural solidity

, 99

Structuration theory

, 43

Sundar Pichai (CEO of Google)

, 23

Supervisor actions to facilitate effective WFH

, 123–124

Supervisory support

, 154–155, 160–161

Support services

, 80

Supportive leadership

, 123

Supportive workplaces

, 195

Sustained virtual working effects on worker productivity

, 4

System quality

, 79–80, 85

influence on psychological availability

, 89–90

Systems theory

, 61

Task-technology fit

, 78

Team-level satisfaction

, 99–100

TeamDigCom

, 46–47

Technology

, 62

adoption model

, 78

technology-assisted supplemental work

, 205

Technology, entertainment, design (TED)

, 133

Telecommuters

, 77

Telecommuting

, 5, 22, 76–78, 184

Telework

, 166

productivity

, 5–6

research

, 62

Top management team (TMT)

, 166, 169–171

Training

, 160

Trends

, 184

Triadic assessment of concerns and responses to external shocks

, 169

Trust

, 100

conflicts and

, 216

Turnover

, 152

Uber

, 22

Uncivil virtual WFH interactions, preventing

, 121–122

Unified theory of acceptance

, 78

United States and freedom

, 69

University faculty

, 76–77

US Bureau of Labor Statistics (BLS)

, 114

V return

, 97

Videoconferencing

, 87

Virtual commuting

, 184

Virtual migration

, 18

Virtual teams

, 16, 100

Virtual teamwork and collaboration

, 124

Virtual work

, 5

Virtual work-friendly organisational models

, 18

Virtual workers

, 7, 10

Virtual working

, 10

Virtual working environment (VWE)

, 4, 5

Voice channel

, 42

digitalisation of

, 47–48

Voluntary work

, 68

WhatsApp

, 215

Wholeness

, 65

Women

, 58

contributions

, 124

lack of inclusion as barrier

, 116–118

leaders

, 63

limited career advancement opportunities as barrier

, 118–120

in male-dominated fields

, 114

mitigate or exacerbate existing barriers for

, 125–126

and WFH implications

, 114

work–family conflict as barrier

, 114–116

Work

environment

, 133, 134–135

group/departmental differences

, 159

and home boundary

, 216

MCC at

, 26–28

scenes literature review

, 184–185

type

, 215

work/family border theory

, 60

Work engagement in diverse employees

acknowledge unexpected productivity and engagement trends during pandemic

, 141

applied examples of organisations now embracing diversity in work preferences

, 141–142

autonomous motivation

, 137–138

changing workplace with advancing technology

, 133–134

compensation considerations

, 140

global pandemic

, 131–132

implications for practice

, 140

introverts vs. extroverts at work

, 135–136

open conversations on workspace preferences

, 140

planning and providing possible technical support

, 141

productivity

, 133

SDT

, 137

supporting introverts and extroverts at work

, 136–137

theoretical implications and future research

, 139–140

work environment

, 134–135

Work from office (WFO)

, 133, 204–205

space

, 217–221

Work-extending technology (WET)

, 205

Work-Life Integration Project (WLIP)

, 59, 64–65

Work(ing) from home (WFH)

, 22–24, 58–59, 76, 99, 113, 133, 166, 183, 204

actionable strategies for garnering benefits and avoiding pitfalls of

, 120

barriers for women in male-dominated fields and WFH implications

, 114–120

compatibility

, 81

conceptualisation of culture in WFH Space

, 168–169

implications

, 90–91

implications and influences on organisational culture

, 175–177

implications of agent–scene ratio for

, 192

information quality

, 79

information quality influence on compatibility

, 88–89

ISSM

, 78–79

literature review

, 77–78

measures

, 84–85

methods

, 83

mitigate or exacerbate existing barriers for women in male-dominated occupations

, 125–126

online teaching satisfaction and compatibility

, 87–88

organisational policies and practices to support effective

, 120–123

psychological availability

, 81–82

psychological availability

, 89

relationship among information, system, and service quality and psychological availability

, 82–83

relationship among online teaching satisfaction, online teaching intention, compatibility, and psychological availability

, 83

relationship between information, system, and service quality and compatibility

, 82

results and analysis

, 85

results of SEM

, 86

romanticisation of

, 192–193

sample

, 83–84

service quality

, 80

service quality influence on compatibility

, 88

space

, 221–222

statistical analysis

, 85

supervisor actions to facilitate effective

, 123–124

system quality

, 79–80

system quality influence on psychological availability

, 89–90

theory and hypotheses

, 78

university faculty

, 76–77

Worker

stress

, 23

sustained virtual working effects on worker productivity

, 4

Work–family balance

, 59, 157

Work–family conflict

, 8, 23, 59

as barrier

, 114

WFH potential to exacerbate

, 115–116

WFH potential to mitigate

, 115

Work–life balance (WLB)

, 58–59, 64, 76, 101, 183, 205–206

literature

, 184

Work–life integration (WLI)

, 59, 64

Work–life interface

, 7–8, 59, 205–206

Workplace

, 99

changing with advancing technology

, 133–134

limitations and future research

, 33

loneliness

, 22, 25–26

managerial implications

, 31–33

support

, 195

theoretical implications

, 30–31

WFH effects on

, 22–24

Zoom

, 63, 90, 215

fatigue

, 81

Zuckerberg, Mark (CEO of Facebook)

, 23