ABSTRACT
Online and distance learning classes have been touted for the last several years as an innovation in higher education that should help improve the entrepreneurial growth mindset of students. However, the reported negative online learning experience of many college students worldwide during the COVID-19 epidemic has shown that many opportunities remain to improve the sustainable development and growth of online visual instruction practices. In this study, we outline and investigate a set of hypotheses related to the perceived usefulness and perceived ease of use (from TAM) of online video instruction in higher education courses during the pandemic. We employ grounded theory using autoethnographic case studies as a data source. We found that (a) synchronous broadcast lectures improve participant attitude (H1) and motivation (H2) toward online instruction, (b) prerecorded video instruction increases participant perceived "ease of use" (H3) and perceived behavioral control (H4) of online instruction, but (c) indicators of recorded dates on pre-recorded video instruction decreases participant perceived "usefulness" (H5) and "certainty" (H6) of online instruction. We enrich the insights of popular motivation models for organizations and the higher education industry by outlining a set of emotional elements originating in neuroscience leadership research (SCARF) that might either amplify or diminish the perceived the ease of use and perceived usefulness to technology usage relationships when participations engage in online learning situations.
ABSTRACT
Purpose The purpose of this research is to outline and investigate a set of five experience elements from neuroscience research labeled SCARF that could impact the quality of perception, evaluation and engagement of executives, managers and employees in business-to-business (B2B) companies during and after the COVID-19 pandemic. The proposed experience elements are perceived status, certainty, autonomy, relatedness and fairness. The authors demonstrate that all five elements are influential factors in B2B employees' workplace environment during the COVID-19 pandemic. The authors outline several specific managerial implications and describe how companies can make better decisions related to several important market crisis decisions via a growth mindset built on the five experience elements. The authors also pay attention to implications to several B2B areas of research focus, including salesforce management and buying/supplier relationships. Design/methodology/approach The authors first examine existing B2B research to gauge if the five elements have been examined in B2B business contexts. They then analyze a combination of quantitative and qualitative survey data from 335 employees of different B2B companies to see if the five experience elements surface in discussion on how the pandemic has impacted their work experience and careers. Findings The authors find that several B2B research studies have looked at each of the individual components of the SCARF model, but none of them have yet included all five elements together in research or looked at them in the context of COVID-19. The results of analysis of surveys from employees in 335 B2B companies provide strong evidence that all five elements are influential factors in B2B employees workplace environment during the COVID-19 pandemic. Originality/value This study contributes to prior research focusing on how B2B companies can thrive during and after the COVID-19 pandemic. The research offers valuable practical insights and detailed examples of how to apply a set of five elements/experiences that industrial and business-to-business organization leaders should adopt in their conscious decision-making evaluation and in their communications with employees, suppliers and customers during and after the pandemic.