RESUMEN
The Covid-19 pandemic has brought with it dramatic environmental changes, forcing organisations to adopt digital technologies on a wider scale, under significant time pressure. While the pandemic tested the agility and resilience of organisations, team dynamics and the implications of virtualisation on collaboration and creativity have become increasingly important for research (George et al., 2020) as the daily working routines in which employees have been embedded in for decades have become disrupted. The abrupt move to "working from home” that the pandemic created is arguably the most significant organisational design change in our lifetimes. Organisations are now asking how the virtualisation of work has impacted on the collaboration and communication necessary for driving innovation behaviour, and what strategies are available to develop remote innovation solutions. In this study, we explore organisational culture theory against the backdrop of digitally transforming innovation development as a result of the Covid-19 pandemic. This multi-layered model offers a useful framework for thinking about processes that foster innovation. By doing so, we investigate how organisations have adapted their approach to remote, collaborative innovation from the perspective of nineteen industry experts. The purpose of this study is to present the determinants of organisational culture to develop digital innovation in a hybrid working environment. Our findings reveal twelve distinct variables across the artifacts, values, and assumptions required to ensure digital innovation. These findings have implications for theory and practice, as it provides organisational leaders with a strategic understanding as to how a remote innovative culture can be developed, and subsequently exploited. © 2022, Academic Conferences and Publishing International Limited. All right reserved.
RESUMEN
Background: The COVID-19 Pandemic had a significant negative impact on the mental health of healthcare workers (HCWs). Evidence-based interventions that could be used to mitigate this impact are lacking in the literature. This review aims to evaluate psychological interventions used for employees following previous disasters and assess the transferability of these interventions to a healthcare setting during the COVID-19 pandemic. Methods: Intervention information from a previously published systematic review of the literature published up to 2015 was extracted, and an additional search of studies published from 2015–2020 was conducted. Studies were assessed for transferability using a checklist derived from the PIET-T process model. Results: Interventions from eighteen studies were assessed for transferability (including three studies identified in an updated literature search). Interventions established as most transferable included resilience training, meditation/mindfulness interventions, and cognitive behavioural therapy. Psychological debriefing was transferable but as it is contrary to current recommendations is not deemed appropriate for adoption. Conclusions: Several existing interventions have the potential to be utilised within the COVID-19 context/ pandemic. More research needs to be undertaken in this area to assess these interventions upon transfer. © Journal of Public Health and Emergency. All rights reserved.