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Remote working has brought forward many challenges for employees as the phenomenon is still new for most employees across the globe. Some of these challenges may be addressed by the recent adoption of digital technologies by organizations. In this vein, our study explores the impact of digital platform capability on the creativity of employees through the mediating mechanism of explicit and tacit knowledge sharing.

The data were gathered from higher education institutes (HEIs) in a developing country, Pakistan which recently saw a major disruption during the Covid-19 pandemic. The proposed hypotheses were tested through Structural Equational Modeling (SEM) and the results confirmed our hypotheses.

The findings confirmed that the digital platform capabilities impact both tacit and explicit knowledge sharing among these remote employees. Likewise, the results also supported the mediating role of both explicit and tacit knowledge sharing on the creativity of these remote workers.

Our results are significant as they confirm the impact of digitalization on remote workers’ creativity predisposition. We thus advance the academic debate on the problems of knowledge sharing in remote working. We prove that digital capabilities outweigh the challenges created due to new forms of work driven by the pandemic. It further highlights the important areas to focus on while planning human resource policies in the new normal.

During the COVID-19 pandemic, huge numbers of employees shifted to remote working, with various consequences for their family and working lives. This study aims to focus on the factors that affect their creativity while working from home. As individual creativity is shaped by context, the authors investigate the moderating role of the domestic environment on employees’ creative contributions while working remotely.

The authors base the arguments on the complexity perspective on innovative work behaviour (IWB) and consider innovation a recursive process in which innovative behaviour can inform, and not simply follow, subsequent creative acts. The sudden spur of the pandemic interrupted the natural recursiveness of the creativity–innovation process and allowed them to empirically investigate the direct and indirect effects that levels of pre-pandemic IWB had on individuals’ creative behaviour. The authors hypothesise that this relationship is moderated by two resource-conserving contextual factors: work–home conflict and a feeling of social isolation. The participants were 803 employees from several Italian corporations. The data were collected during the first lockdown period (April–May 2020).

The findings support the existence of a three-way interaction, suggesting that IWB affects further creative behaviours when both work–home conflict and social isolation are low.

To the best of the authors’ knowledge, this is the first study that investigates what happened to employees’ creativity during the COVID-19 massive remote working situation. The results should be interpreted beyond the unique context because remote working will continue.

A new type of digital-based worker emerged during the COVID-19. As a result, during the adjustment to this scenario, family, resources and emotions were impacted. Technological and emotional skills were crucial to give continuity and certainty to business. However, despite benefits, remote working has negative consequences, especially in well-being perception. This study proposes a model to measure the impact on the well-being perception of workers that adapted their job to remote positions during a pandemic and offers a valuable framework to understand future emerging changes in remote working and the relationship with well-being perception, especially during crisis scenarios.

The study used an online questionnaire and a structural equation methodology by partial least squares (PLS) using SmartPLS 3.3.3. Data were obtained from 567 respondents workers who adapted to their jobs during the pandemic in Mexico.

The results showed that six model dimensions: human relations (RH), emotions (E), well-being behaviors related to Covid-19 (CB), family economics (EF), routines and habits (RS) and family life (VF) were positive and significant to reflect the Index of Perception of Well-being (iWB) using a structural equation model. This indicates how the lockdown process changed people's perception of well-being and concerns. According with this, for remote working employees, two dimensions were relevant: RH and EF. This finding is relevant because during emergency lockdown, these workers needed to adapt their activities and were separated from all human interactions.

The researchers’ model of Index of Perception of Well-being (iWB) has conceptual and practical implications. From a conceptual point of view, it offers a methodology to measure the relationships between remote working and employees' well-being perception. While for practice, it offers managerial implications to better manage remote working adaptation without compromising people's well-being to create future innovation management environments (IME) for organizations.

This study contributes to develop research about changes in workers' well-being perception during digital adaptation.

Fun at workplace is considered an important initiative to build co-working communities, and this study aims to study its role in promoting the innovative behaviour of co-workers [members of co-working spaces (CWS)] and the mechanism of its influence.

Based on the theory of social exchange and resource conservation, the authors conducted a qualitative study to explore the four dimensions of workplace fun and a quantitative study to empirically analyse the relationship between community embeddedness, organisational embeddedness, workplace fun and creativity of co-workers, taking K-space as an example.

Workplace fun is positively correlated with co-workers' creativity. Community embeddedness plays a complete mediating role between workplace fun and organisational embeddedness. Community embeddedness and organisational embeddedness play a chain-mediating role between workplace fun and creativity.

This study explores the process and impact of fun on employee creativity in a shared office environment by clarifying the composition of fun in CWS workplaces and the transmission mechanism of fun through informal community embeddedness and formal organisational embeddedness, expanding the research perspective on the factors influencing employee creativity in the new office model and enriching the research findings on the impact of fun at work on job performance.

We aimed to analyze the impact of the transition to the hybrid model of teamwork and team dynamics from the perspective of the five key challenges, i.e. communication, coordination, connection, creativity and culture.

To achieve the stated aim, we conducted a literature review and then an exploratory qualitative study. We split the research into phases: December 2021 to January 2022 and July to August 2022. In the first phase, we conducted computer-assisted online interviews (CAWIs) with all members of the remote team and an in-depth interview with the manager. After the transition from remote to hybrid work in February 2022, we returned to the team to conduct in-depth interviews with team leaders and the manager.

We identified key findings, i.e. managerial implications of differences across the 5 Cs (communication, coordination, connection, creativity and culture) noted in the functioning of the analyzed team as the team shifted from fully remote work to the hybrid work model.

We concluded that if people do not spend time together and are not impregnated with the unique culture and values of a given organization, they will not feel a connection to its distinctive ethos and may choose to leave. In the longer-term, the last challenge may be the biggest single opportunity for employees post-pandemic and concurrently the single biggest challenge that organizational leadership will need to address, given that sustainable market success depends on talent.

The results showed that team communication, teamwork coordination, social and emotional connections among team members, nurturing of creativity, as well as of the organizational culture were of high importance to the team in the hybrid work model. Thus, we confirmed the findings of other authors. The study contributes to our understanding of the impact of the hybrid work model on teamwork and team dynamics and provides some guidance on how organizations can mitigate these, in particular through the team manager.

This study aims to identify knowledge-related tensions in remote work in higher education institutions during the COVID-19 pandemic and increase understanding of how such tensions can be managed.

The research was conducted as an inductive, qualitative study in the field of higher education in Finland. The data were collected using semi-structured interviews of 34 managers in two higher education institutions and analyzed using an inductive and interpretive analysis method.

The findings demonstrate that the knowledge-related challenges and opportunities during the remote work period of the COVID-19 pandemic in Finnish higher education institutions can be conceptualized as tensions involved in knowledge codification, knowledge silos and creating new knowledge. The study contributes to research by presenting a framework for managing knowledge-related tensions in remote work arrangements to benefit remote and hybrid work in knowledge-intensive organizations.

This paper increases the understanding of the tensions in remote work arrangements; the results can help managers understand the challenges and opportunities of remote knowledge work concerning their organization and thereby assist them in management and decision-making in complex operational environments.

This study adopted the little-used perspective of tensions to examine knowledge management issues. By examining the various affordances that remote work may allow for knowledge-intensive work and higher education institutions, the study contributes to a deepened understanding of knowledge work in remote contexts, the related tensions and their management.

With the spread of COVID-19, governments have initiated lockdown procedures and forced organizations to switch to remote working. Employees working remotely in isolated and confined situations are experiencing great stress and uncertainty. This study aims to investigate how remote workers perform during lockdowns.

Drawing on social information processing theory, this study developed and tested hypotheses linking professional isolation, cynicism and task performance. This study was comprised of 497 remote workers in the financial industry in China.

The findings revealed that professional isolation is positively related to cynicism, and cynicism is negatively related to task performance. Cynicism mediates the relationship between professional isolation and task performance. The results indicated that psychological hardiness moderated the mediation effect of professional isolation on task performance through cynicism.

This research offers implications for managers and practitioners on reducing employees' feeling of isolation through effective communication, collaboration and support via online platforms and preventing and reducing cynicism by introducing clear organizational policy and practice to balance job demands and job resources. Meanwhile, managers can develop commitment, control and challenge components of employees' psychological hardiness to enhance job performance.

This study extends the remote working literature in a crisis situation and fills the gap in the cynicism literature by understanding the role played by cynicism for remote workers. The current study also adds to the literature by highlighting the importance of psychological hardiness for remote workers during the pandemic.

During the COVID-19 pandemic, many organizations adopted remote work policies. Meanwhile, the loss of the collocated work environment made it challenging for the supervisors to have a clear vision of their employees, which may impact the quality of the performance evaluation and developmental decisions. This paper aims to resolve this problem by identifying resources in the remote workplace that can help supervisors restore their capacity for a clear vision of the remote employees.

The authors take the perspectives of the job resource-demand model and illustrate the theoretical framework that recognizes resources and resource holders at various levels of the organization. The authors see this as the key for supervisors to meet the demand of “seeing” their employees in the remote workplace.

Specifically, the employees should offer their information resources via skillful communication because supervisors have lost opportunities for in-person observation. Further, the administration is urged to deliver competence resources through training and development because supervisors may lack the experience of remote work management. Moreover, the organizations should provide social support resources by creating avenues for virtual networking activities, so as to make up the random social opportunities available in the collocated work environment.

Improving supervisors’ vision is a new challenge coming with the installation of the remote workplace. Further research is called for to empirically test this theoretical framework and identify more ways to increase the resources and reduce the demands for supervisors; thus, helping them ease into the new ways of supervision in the virtual workplace.

This research informs the organizations to adjust their strategy for management development to adapt to the remote workplace.

The authors noted that increasing concerns of the low visibility of remote workers was partially due to the impaired vision of supervisors, who lost the context of in-person observation. Supervisors’ vision of their employees was taken for granted in the traditional work environment and there was not much research done on this topic. This prompted us to develop a theoretical framework based on the job resource demand model.

This chapter explores what academic librarians and their supervisors must consider when looking to a remote or telework arrangement as a staffing solution. The popular and scholarly literature on remote work is surveyed and contextualized for information professionals. Research is clear that with proper planning, remote work arrangements can succeed, benefitting organizations and individuals. Even so, liaison librarians are unlikely to have central support for remote work arrangements due to communication and cultural hurdles unique to the profession. While these have been mitigated by technology to varying degrees in other sectors and industries, adoption in libraries has been slow. When librarians do pursue remote work, they are often unsure how to gauge fit, negotiate an arrangement, overcome technical obstacles and cultural misconceptions, and balance work and life. Authors Hickey and Tang: (1) summarize and apply research on remote work for library science professionals; (2) propose a theoretical framework for understanding the future of remote work for practitioner librarians in higher education; (3) present a case study of a successful remote work arrangement at Cornell University; (4) provide thought-provoking coaching questions for librarians and supervisors considering remote arrangements; (5) and identify next-steps for advancing the discussion and study of remote work in libraries. The practical implication of this information, aimed at service providers and managers, is to help them create a better workplace where flexible remote work arrangements are an opportunity for both the individual and organization that facilitate the achievement of personal, library unit, and institutional goals.