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Adding Knowledge to Virtual Teams in the New Normal: From Leader-Team Communication towards the Satisfaction with Teamwork. SUSTAINABILITY 2022. [DOI: 10.3390/su14116424] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/04/2023]
Abstract
The present paper sets out to investigate the relationships among several key constructs that cover the work patterns and processes in the context of the COVID-19 pandemic. Emphasis is laid on the leader-team communication, the fostering of a strong team culture, team performance and satisfaction with teamwork in the case of virtual teams. The scrutiny is intended to complement recent developments in the field which compared traditional and virtual teams at different levels by adding knowledge to virtual teams’ communication and interaction patterns and processes. In this vein, an online survey was conducted with 175 members from different virtual teams. The findings showed the advancement of a pertinent conceptual model, mostly displaying significant relationships among constructs. Four out of the five formulated hypotheses were validated, the highest influences being reported between leader-team communication and team culture, respectively, and between team performance and satisfaction with teamwork. Furthermore, the structural model explained over 50% of the variance in the satisfaction with teamwork, thus supporting the relevance of the inferred relationships.
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Analysis of Start-Up Digital Mental Health Platforms for Enterprise: Opportunities for Enhancing Communication between Managers and Employees. SUSTAINABILITY 2022. [DOI: 10.3390/su14073929] [Citation(s) in RCA: 3] [Impact Index Per Article: 1.5] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/16/2022]
Abstract
The COVID-19 pandemic has resulted in employees being exposed to transformational stressors from within and outside the organization. This has created an opportunity for employee mental health solutions. Indeed, there has been a rapid growth in start-ups offering clinical mental health services via a digital health platform. These platforms servicing enterprise employee mental health needs have not been evaluated with respect to their ability to enhance management communication. Hence, the aims of the present study are to explore communication and service attributes across a sample of five operational leading commercial start-up platforms for mental service delivery to employees. We have observed that all platform models focused on providing on-demand mental health consultation services. Existing platforms fail to adequately support management communication for mental health solutions across 80% of platforms reviewed. We recommend that industry start-ups should understand the need for management engagement with digital mental health platforms. Digital mental health platform solutions in the workplace are ideally supported by valuing leadership communication. A culture around mental health will create sustainability in digital mental health solutions for an organization.
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