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Hybrid and virtual work settings offer greater flexibility and autonomy, yet they also have the paradoxical effect of weakening the connection of employees to each other and their identification with the organization. The purpose of this article is to discuss how to manage this paradox effectively.

Leveraging structural adaptation theory, the authors discuss hybrid and virtual work as one of five dimensions of team interdependence that collectively determine the tightness of coupling between team members.

The authors propose that the introduction of virtual and hybrid work can lead to a lower sense of belonging and identification with the organization that would need to be counteracted by respective increases in team interdependence in one or several of the remaining dimensions of team interdependence.

The authors apply research on team interdependence to develop a series of practical interventions that can address the Great Resignation. These interventions seek to enhance employees' experiences of belongingness after the shift to virtual and hybrid work. In doing so, the authors provide a toolkit that organizations can leverage to improve their employees' experiences in a post-COVID-19 workplace.

The purpose of this paper is to examine how age and job identification affect entrepreneurial intention.

The researchers draw on a representative sample of the Austrian adult workforce and apply binary logistic regression on entrepreneurial intention.

The findings reveal that as employees age they are less inclined to act entrepreneurially, and that their entrepreneurial intention is lower the more they identify with their job. Whereas gender, education, and previous entrepreneurial experience matter, leadership and having entrepreneurial parents seem to have no impact on the entrepreneurial intention of employees.

Implications relate to a contingency perspective on entrepreneurial intention where the impact of age is exacerbated by stronger identification with the job.

Practical implications include the need to account for different motivational backgrounds when addressing entrepreneurial employees of different ages. Societal implications include the need to adopt an age perspective to foster entrepreneurial intentions within established organizations.

While the study corroborates and extends findings from entrepreneurial intention research, it contributes new empirical insights to the age and job-dependent contingency perspective on entrepreneurial intention.