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EuropePMC; 2020.
Preprint in English | EuropePMC | ID: ppcovidwho-310711


The use of virtual teams by organisations has grown tremendously as a strategic response to COVID-19. However, the concept of virtual teams is not something new, with many businesses over the past three decades gradually incorporating virtual and/or dispersed teams into their processes. Research on virtual teams has followed that of co-located face-to-face teams through lenses such as trust, communication, teamwork, leadership and collaboration. This paper introduces a new paradigm for examining the development of virtual teams, arguably one that would facilitate the consideration of technology as part of a virtual team rather than simply as an alternate to face-to-face teams. That is, viewing the development of virtual teams with embedded technology within an organisation through an innovation framework.

Labour & Industry: a journal of the social and economic relations of work ; : 1-27, 2022.
Article in English | Taylor & Francis | ID: covidwho-1684333
Aust J Rural Health ; 29(5): 753-767, 2021 Oct.
Article in English | MEDLINE | ID: covidwho-1443220


OBJECTIVE: To investigate the impact of COVID-19 on the mental health and well-being of rural paramedics, police, community nursing and child protection staff. METHOD: An online survey was distributed to investigate the sources of stress and support across individual, task and organisational domains. SETTING AND PARTICIPANTS: The survey was completed by 1542 paramedics, police, community nurses and child protection workers from all states and territories of Australia. This study describes the data for the 632 rural participants. MAIN OUTCOME MEASURES: The main measures of well-being were the Public Health Questionnaire (PHQ9), the Generalised Anxiety Disorder (GAD7), the Maslach Burnout Inventory (MBI), workplace engagement, intention to quit and COVID-19-related stress. RESULTS: The mean depression and anxiety scores were 8.2 (PHQ9) and 6.8 (GAD7). This is 2-3 times that found in the general community. Over half (56.1%) of respondents showed high emotional exhaustion (burnout). The emotional exhaustion, depersonalisation and personal accomplishment mean scores were 28.5, 9.3 and 34.2, respectively. The strongest associations with burnout and psychological distress were workload, provision of practical support, training and organisational communication. A significant proportion of respondents were seriously considering quitting (27.4%) or looking for a new job with a different employer (28.5%) in the next 12 months. CONCLUSIONS: COVID-19 has increased the workload and stress on rural front-line community staff. The major sources of stress were related to organisations' responses to COVID-19 and not COVID-19 per se. The data suggest the most effective mental health interventions are practical and preventive, such as firstly ensuring fair and reasonable workloads.

Allied Health Personnel/psychology , Burnout, Professional , COVID-19/psychology , Mental Health/statistics & numerical data , Nurses/psychology , Police/psychology , COVID-19/epidemiology , Child , Humans , SARS-CoV-2 , Surveys and Questionnaires , Workload
International Journal of Production Economics ; : 108076, 2021.
Article in English | ScienceDirect | ID: covidwho-1116866


In 2019 China accounted for 14 percent of world total outward foreign direct investment, with 188 countries recipients of this investment. However research suggests that 67 percent of this investment is considered unsuccessful. Furthermore, the current Covid-19 outbreak has severely hindered global economic and trade activities. This is partly due to an under-efficiency of Chinese expatriate executives resulting from the lack of cultural intelligence of these executives to maximize team efficiency in production. From a data set of 358 expatriate Chinese executives, this research utilizes structural equation modeling to examine the role of expatriate executives' cultural intelligence on team efficiency. The research shows that the relationship between an expatriate executive’s cultural intelligence and team efficiency is mediated by their ability to recognize international opportunity and moderated by openness to experience. Additional leadership development on cultural intelligence of expatriate executives will improve international efficiency and wider multinational efficiency.