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      Transition to New Normal After Covid-19 : Strategies to Turn Crisis into Opportunity 

      Remote Working in Covid 19 Pandemic Process and the Role of Human Resources Management

      Peter Lang

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          Abstract

          COVID 19 Pandemic emerging in China and spreading all over the world at the end of 2019 has affected both the employees and the workplaces profoundly. To prevent spreading of COVID 19, workplaces has been closed and the employees have had to work at home. It is estimated that four people out of five in global workforce worth 3.3 billion (81 %) has been affected by the full closure or partial closure (Savic, 2020: 101). By turning traditional working model’s upside down, COVID 19 has made remote working the new normal (Shah and Manna, 2020: 51).

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          Teleworking in the Context of the Covid-19 Crisis

          This article aims to analyze the implementation of teleworking as a security practice to face the crisis resulting from the Covid-19 disease. The present paper provides both theoretical and practical results. From a theoretical standpoint, the Baruch and Nicholson approach is extended with environmental, safety, and legal factors that explain telework. From a practical perspective, a database of companies that have introduced telework as a measure to face coronavirus in a crisis context has been obtained. In short, the Covid-19 crisis demonstrates how teleworking has been used by companies to ensure their employees’ safety and to provide continuity to economic activity. Consequently, safety factors are relevant in the study of teleworking and should be considered in further research.
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            International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice

            We show the relevance of extant international business (IB) research, and more specifically work on international human resources management (IHRM), to address COVID-19 pandemic challenges. Decision-makers in multinational enterprises have undertaken various types of actions to alleviate the impacts of the pandemic. In most cases these actions relate in some way to managing distance and to rethinking boundaries, whether at the macro- or firm-levels. Managing distance and rethinking boundaries have been the primary focus of much IB research since the IB field was established as a legitimate area of academic inquiry. The pandemic has led to increased cross-border distance problems (e.g., as the result of travel bans and reduced international mobility), and often also to new intra-firm distancing challenges imposed upon previously co-located employees. Prior IHRM research has highlighted the difficulties presented by distance, in terms of employee selection, training, support, health and safety, as well as leadership and virtual collaboration. Much of this thinking is applicable to solve pandemic-related distance challenges. The present, extreme cases of requisite physical distancing need not imply equivalent increases in psychological distance, and also offer firms some insight into the unanticipated benefits of a virtual workforce – a type of workforce that, quite possibly, will influence the ‘new normal’ of the post-COVID world. Extant IHRM research does offer actionable insight for today, but outstanding knowledge gaps remain. Looking ahead, we offer three domains for future IHRM research: managing under uncertainty, facilitating international and even global work, and redefining organizational performance.
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              Working from Home—Who is Happy? A Survey of Lithuania’s Employees during the Covid-19 Quarantine Period

              The virtual way of working is becoming increasingly popular due to its potential for cost savings; it is also a way for an organization to be more agile and adapt to crises such as global pandemics. This innovative way of working brings new challenges to organizations that suddenly have to switch to telework. In fact, telework raises quite a few issues for employees, related to communication, collaboration, and the application of ICT (Information and Communication Technologies). This study examined the evaluation of telework through a questionnaire by different conditional groups of 436 teleworkers in Lithuania. Through a correlation analysis between the study variables, the findings suggest that there are differences in the evaluation of factors affecting telework efficiency and qualities required from a remote worker, depending on gender, age, education, work experience, and experience of telework. The results are discussed in terms of the characteristics of the most satisfied and the most dissatisfied teleworkers.
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                : 267
                10.3726/9783631855324.003.0021
                018517bc-ab30-4236-a983-3d0ae94c6ee1
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