ABSTRACT
[...]articles from the special issue are assigned to three categories: (1) New Organization, (2) New Leadership, and (3) New Learning. [...]studies have shown that such arrangements do not necessarily benefit all groups of workers equally (Kossek & Lautsch, 2017) and may come with new challenges like blurring work-life boundaries or protecting leisure time and psychological detachment. [...]New Work arrangements may require new forms of leadership (Banks et al., 2019;Sheninger, 2019). Ute Rademacher, Ulrike Weber, and Cassandra Zinn focus on informal rules and social practices that are established in the work-related use of smartphones. Since professional use of the smartphone can significantly blur the line between work and leisure, communication rules are important to ensure psychological detachment after working hours. Future work may be dedicated to studying these technological developments, which have the potential to spur profound transformations in a wide range of HR and organization processes. [...]the COVID-19 pandemic has provided an unintended global 'field experiment', and new unforeseen issues have emerged, such as the phenomenon of 'Zoom-fatigue', or the prevalence of psychological problems related to social isolation in virtual settings (Brunsbach, Kattenbach & Weber, 2021).