Filling Knowledge Gaps: Communication Characteristics in Traditional Versus Virtual Teams

Before the Covid-19 pandemic, the body of literature about the transition from the traditional teams to the virtual ones was not very well outlined and spread. However, in the present, the efforts to understand virtual teams and their effectiveness are growing faster and faster. Thus, this paper aims at underlining the main differences between the communication among co-workers within traditional and virtual teams, the differences in terms of communication and job satisfaction when it comes to both traditional and virtual teams and whether there is a positive correlation between communication among co-workers and job satisfaction in traditional teams versus virtual teams. A survey with 135 respondents (with different roles and experiences across different industries) was conducted in order to test the hypotheses formulated within the study and to emphasize which of the two types of teams is more effective.

Adding Knowledge to Virtual Teams in the New Normal: From Leader-Team Communication towards the Satisfaction with Teamwork

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.

Corrigendum to “Before and after the outbreak of Covid-19: Linking fashion companies' corporate social responsibility approach to consumers’ demand for sustainable products” [J. Clean. Prod. 321, 25 October 2021, 128945](S0959652621031383)(10.1016/j.jclepro.2021.128945)

The authors regret <The published paper says Cegarro-Navarro when it should say Cegarra-Navarro>. The authors would like to apologise for any inconvenience caused. © 2021 Elsevier Ltd

A knowledge hiding approach to cope with COVID-19: A Comparison between Spain and China

Although it is not clear what positive and negative effects knowledge hiding may have on citizens, some Governments have tried to address the crisis caused by COVID-19 through hiding or distorting information available to citizens. This study suggests that the presence of realized absorptive capacity (RACAP) allows citizens to stop the spreading of fake news about COVID 19. The paper focuses on RACAP as a method to counteract the potential negative effects of knowledge hiding and thus increase citizen engagement. To do so, this study analyses data collected from 251 citizens of two countries: Spain and China. Results provides evidence that while Spaniards have the feeling that a lot of information has been hidden from them, Chinese citizens are ultimately much more committed to taking appropriate COVID 19 measures. Despite these differences, in both samples RACAP help to ensure compliance with new legislation and COVID-19-related restrictions.