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This paper explores the collaborative dynamics and dimensions within a virtual multi-cultural and interdisciplinary workplace. The study focusses on the use of online communication technologies to enhance social inclusion and networking within academia.

This study uses an autoethnographic approach to draw on the personal experiences of a team of four scholars, including three early-career researchers and a senior scholar. Their reflections on their academic positionality and the institutional constraints reveal both the strengths and vulnerabilities of collaborating in a virtual workplace.

The findings offer insights into the complexities of navigating social dynamics, such as delegating responsibilities, organising meetings across various time zones and encouraging continuous collaboration, inclusivity and effective communication during an extensive timeline. As a result, their experiences revealed that a virtual workplace culture with similar and different attributes to a “normal” workplace emerged.

The paper demonstrates how to create an effective and inclusive virtual workplace by exemplifying best practices in academia and providing practical guidance for individuals and institutions based on honest, co-produced autoethnographic reflections of the authors’ lived experiences.

This article examines the links between nonprofits and communities’ resilience during the COVID-19 crisis. Previous research on resilience has overlooked nonprofits, with limited studies on their ongoing resilience processes. While nonprofits’ potential to lead their communities’ resilience has been highlighted, we know little about how this potential can be fully achieved.

Nonprofit’s potential to lead their communities’ resilience has been highlighted. Yet, nonprofits are also deeply affected by crises, and little is known about their organizational resilience. This study explores the interplay between nonprofits’ organizational resilience and community resilience in the face of crises. We draw from an international comparative case study based on two participatory research designs in France and Quebec during the Covid-19 crisis.

The results highlight similarities and differences in how nonprofits’ developed organizational resilience capabilities. These different organizational resilience processes affected in return the reactive and proactive roles the nonprofits could play in community resilience.

Limitations of the research method include its time boundaries, the specificity of the Covid-19 crisis, which differs from natural hazards which are traditionally studied in the resilience literature (e.g.: Roberts et al., 2021). The unicity of the cases fits the comprehensive purpose of the study, and generalizations of the results are limited.

Empirically, we offer an original approach of nonprofits and community resilience as ongoing interdependent processes.

The article contributes to the organizational resilience literature in refining how nonprofits’ characteristics and embeddedness in their community affect their development of resilience capabilities. We theorize the dynamic reciprocal links between nonprofits and community resilience.

The purpose of this study was to explore the effects of cyber incivility on adverse work outcomes of work withdrawal and turnover intention. Specifically, we draw on self-determination theory and conservation of resources theory to examine the mediating roles of basic need satisfaction and burnout in the relationship between cyber incivility and work outcomes.

We used Mplus 7.4 software with a maximum likelihood robust (MLR) estimator to test the structural equation modeling. We followed Anderson and Gerbing’s guidelines to test the hypotheses.

The results based on time-lagged data from 685 full-time workers in the United States provide support for the hypotheses that cyber incivility is indirectly associated with work withdrawal and turnover intention through basic need satisfaction and burnout. We also found that for individuals with high conscientiousness, the negative direct effect of cyber incivility on basic need satisfaction and the positive indirect effects of cyber incivility on work withdrawal and turnover intention through basic need satisfaction and burnout are stronger than for individuals with lower conscientiousness.

Our research revealed that when employees experience cyber incivility, they enter a defensive mode to protect their already stretched resources from unfulfilled basic need satisfaction. Specifically, experiencing cyber incivility interferes with meeting basic need satisfaction and leads to burnout, which, in turn, triggers defensive work withdrawal and turnover intention.

Because a large number of employees now work remotely, either completely or partially (e.g. flexible), it is imperative that scholars and practitioners understand the implications of remote work, such as how employee satisfaction is impacted.

This study examined leadership communication styles to understand how they may be perceived differently for remote workers. Results from an online survey (N = 403) revealed that while higher perceptions of leadership communication styles (responsive, vigilant and motivating language) were related to increased employee satisfaction, the amount of time spent working remotely did not moderate these relationships.

The findings suggest that the benefits of demonstrating leadership communication strategies can be extended from physical environments into online spaces.

This study is unique in that it centers on communication-forward leadership styles and applies them to remote contexts. Furthermore, remote work is conceptualized as a continuous variable as opposed to a binary, allowing for increased nuance.

This study aims to develop and validate the scales on the dark side of internal communication (IC) that capture a more nuanced perception of ineffectiveness, manipulation and miscommunication from the employee perspective. This study also examines this scale's effects on employee outcomes (such as employee loyalty and quiet quitting).

The authors developed the dark side of the IC scale through qualitative interviews and a review of relevant literature. Statistical techniques such as exploratory and confirmatory factor analysis, convergent validity and nomological validity were performed on the newly produced scales. The authors also examined the predictive validity effects of these scales on employee loyalty and quiet quitting using participants from Hungary.

The scale development resulted in a 15-item measuring three dimensions of the dark side of IC. After several statistical examinations, the scale exhibited robust psychometric properties and is reliable and valid.

This study empirically supported the new phenomenon of studying the dark side of IC, and the scale can be used to measure employee outcomes, the effectiveness of organizational communication, etc.

Drawing on media richness theory and a framework of interpersonal communication goals, this study investigates how and why the IT industry's top managers use communication media to achieve their interaction goals in e-leadership.

A qualitative research approach is applied to understand top managers' communication media use and interaction goals. The empirical data were gathered through semi-structured interviews with 33 top managers from large IT companies and analysed using theory-guided thematic and ideal-type analyses.

Top managers were categorized into three types, based on their communication goals through face-to-face communication. Relationship-oriented top managers pursued relational and communal goals, whereas task-oriented ones wished to achieve instrumental and communal goals. Task- and relationship-oriented top managers pursued relational, instrumental, and communal goals. This study indicates that communal, instrumental, relational, and self-presentational goals influence managers' communication media selection.

This study brings new knowledge to the management communication research field. It expands the framework of interpersonal communication goals by identifying communal goals as a new category, in addition to existing instrumental, relational and self-presentational goals. This study suggests that media richness theory could be advanced by recognizing that a broader set of communication goals – including communal, instrumental, relational, and self-presentational – influences managers' communication media selection.

Taking a process perspective, the authors observed that some improvisations lead to altered patterns in organizational routines, while other improvisations fade. Key to this discovery is the concept of routine paths, which suggests that improvisation can play a significant role in routine dynamics over time, particularly in relation to organizational change. Examining improvisation before, during, and after the onset of the COVID-19 pandemic, our longitudinal study traces the uptake of the Chinese social media platform WeChat at an Australian university. Staff improvised discreetly with WeChat to enact their communication routines in the years leading up to 2020 and then improvised openly after the onset of the crisis. The study explains how improvisation drove some situated actions to expand paths and led to patterning, which gradually redefined and reorganized how the university communicated with its students from China.

This study aims to explore the effects of remote work on employee productivity and innovation and how these effects are moderated by knowledge sharing and digital business intensity.

The study draws on survey data from a random sample of 231 remote workers across the USA. The analysis and empirical validation of the research model used partial least square.

The results demonstrate a positive association between remote work and employee productivity. In addition, the findings present empirical support for hitherto anecdotal evidence regarding the impact of remote work on innovation. In particular, the study notes that knowledge sharing and digital business intensity amplified the positive relationship between remote work and employee productivity. The results further revealed that the positive link between remote work and innovation was stronger in the presence of knowledge sharing.

The study contributes to the ongoing inquiry into remote work by drawing on the knowledge-based view as an underlying lens to understand the consequence of remote work. Identifying knowledge sharing and digital business intensity as moderators of the linkage between remote work and employee productivity is an important contribution, especially when researchers and practitioners are trying to understand the business value of working remotely. Furthermore, to the best of the authors’ knowledge, this study is the first to identify knowledge sharing as a key mechanism that strengthens innovation outcomes in a remote work environment.