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Project managers face decisions every day and those decisions result in an “either or” situation. This is also true when it comes to the choice of a project management approach, i.e. predictive versus iterative. A case is made in this article that project managers should be ambidextrous and apply practices that are beneficial to the project, irrespective of the origin of the practices.

This study is based on a questionnaire focussing on six themes. The results of 290 projects were analysed using ANOVA and boxplots to test for skewness and variances.

Based on the analysis of 117 practices, most of these projects could be classified as either hybrid or iterative projects. The results indicate that irrespective of the classification of the projects or the industry, projects are managed using a hybrid approach, with a tendency to incorporate more iterative practices than predictive practices.

This article contributes to the current debate on which approach is the best given certain circumstances.

The purpose of this paper is to explore the various forms of organizational and team-level actions that were perceived to be helpful or not helpful by employees as they navigate the hybrid work arrangements and how these had an impact on their work behaviors and experiences. This research utilized Bronfenbrenner's ecological systems theory as framework.

The exploratory study used a qualitative approach in gathering data via online survey from a total of 45 Filipino employees working in a hybrid work arrangement for at least three months. The analysis utilized both inductive and deductive methodologies in examining the data. Inductive thematic analysis was used in coding the data based on the participants' responses, while the deductive approach ensured that the themes are aligned with the research questions and reflect the different systems within Bronfenbrenner's EST (1986).

Results surfaced helpful organizational (e.g. provision of work tools, financial assistance, supportive policies and engagement and wellness initiatives) and team level actions (i.e. use of technology-based communication tools, open virtual door policy, effective performance management system, employee care practices and team engagement activities). Actions that were perceived as not helpful include inadequate technological infrastructure, poor communication, insufficient training, punitive policies/practices and leadership issues at the organizational level as well as unresponsive colleagues and ineffective implementation of policies/processes at the level of teams. Employees reported being able to build on savings, becoming more productive and having greater work–life balance amid hybrid work. However, they continue to be challenged by blurred boundaries and inability to disconnect from work similar to when work was done remotely and now with sustaining momentum given the shifts on where they do their work.

The findings of this study may guide programs and initiatives of human resource management practitioners and organizational leaders as they support employees in navigating through hybrid work.

The research expands extant knowledge on practices and experiences in hybrid work (Gifford, 2022). It also contributes to studies on human resource management that are nuanced based on where work is performed (Ng and Stanton, 2023) or with emerging work arrangements.

Leaders face a unique opportunity to rethink the workplace in a post-pandemic environment. Virtual work demands and unclear messaging from senior leadership has created burnout and frustration. Reverting to traditional organizational structures and policies fails to recognize and leverage the potential to capitalizing on the momentum to change the nature of work. Creating a hybrid work environment by delegating the design process to teams and giving team leaders the tools and skills necessary to be successful leverages the transition to the future workplace.

We worked with a knowledge-based organization to transition employees to a hybrid team environment.

We offer the diverse approaches organizations are taking in a post-pandemic workplace and the challenges facing leaders reverting to the traditional work environment. Focusing on the future of work in a hybrid environment, we provide an approach enabling team leaders and team members to be the arbiters of their work environment.

Our multistep process allows team leaders to quickly adapt and implement effective hybrid teamwork.

We propose a multistep process for team leaders to leverage the transition to improve high-performing teams in a hybrid workplace.

This paper aims to evaluate and compare the performance of different computer vision algorithms in the context of visual servoing for augmented robot perception and autonomy.

The authors evaluated and compared three different approaches: a feature-based approach, a hybrid approach and a machine-learning-based approach. To evaluate the performance of the approaches, experiments were conducted in a simulated environment using the PyBullet physics simulator. The experiments included different levels of complexity, including different numbers of distractors, varying lighting conditions and highly varied object geometry.

The experimental results showed that the machine-learning-based approach outperformed the other two approaches in terms of accuracy and robustness. The approach could detect and locate objects in complex scenes with high accuracy, even in the presence of distractors and varying lighting conditions. The hybrid approach showed promising results but was less robust to changes in lighting and object appearance. The feature-based approach performed well in simple scenes but struggled in more complex ones.

This paper sheds light on the superiority of a hybrid algorithm that incorporates a deep neural network in a feature detector for image-based visual servoing, which demonstrates stronger robustness in object detection and location against distractors and lighting conditions.

Numerous academic institutions have embarked on the pursuit of hybrid learning as an alternative approach, catering to students who opt for replacing a fraction of their conventional in-person meeting schedule with remote teaching. However, these new remote learning patterns have brought forth new stands against students' expectations. The universities have come across immense challenges in devising efficacious strategies that encompass the delivery, effectiveness and acceptability of hybrid courses. Consequently, identifying pivotal determinants related to user acceptance of technology persists as a crucial matter. This study aims to shed light on the adoption of hybrid learning from students' perspectives.

Structural equation modelling (SEM) was employed to scrutinise the proposed research model and hypotheses. A total sample of 444 students responded and partook in the survey. The data were analysed using AMOS software, a powerful tool for statistical analysis in the field of social sciences.

The findings of this study show that perceived service quality positively and significantly impacts the ease of use and usefulness of a hybrid learning system among students. In addition, the results demonstrate that ease of use and usefulness of the system positively and significantly influence students' favourable attitudes toward hybrid learning. Remarkably, the statistical analysis unveils the significant mediating effect of ease of use and usefulness in the relationship between perceived service quality and students' attitudes toward hybrid learning.

The findings suggest that the pervasive dependence on information systems and the quality of service from novel technologies continues to be a vital influence in the learning environment. The study has provided valuable insights into student perseverance learning strategies for higher education institutions.

This study's novelty lies in illuminating the crucial role of ease of use and usefulness as mediators, highlighting their criticality in enhancing students' attitudes towards hybrid learning. Notably, the study underscores that perceived service quality exerts a positive influence on ease of use and usefulness.

Hybrid learning, integrating online methods of instruction with face-to-face learning methods, has recently gained increased attention. The literature on pedagogy and course management has focused on hybrid learning as a combination of virtual and physical environments, which can shift learning to a more student-centered model from the teacher-centered model. A gap exists in the literature related to the execution of hybrid learning and challenges faced by internal stakeholders, and the outcomes are achieved. This study aims to examine the implementation of hybrid learning courses and investigate the challenges and outcomes.

This study adopted a qualitative approach. This study presents a case of a management university in India. Ten semistructured interviews were conducted with the university officials, including the vice-chancellor, dean and faculty members. The data collection method also included reviewing university documents and reports.

While formalized knowledge transfer through online courses can facilitate knowledge dissemination, it has its own downsides: it needs to be contextualized; it requires additional resources; it is not a one size fits all policy, as its conducive to some and alienates others; and students may not completely adopt it.

This investigation attempts to examine the shift to hybrid learning in the Indian context.

COVID-19 has forced Big 4 firms to challenge existing management control arrangements and adapt their ways of working. Yet, we know little about how management control might be enacted in the future of the sustainable workplace. The objective of the study is to examine the patterns of management control change in the Big 4 accounting firms during the COVID-19 pandemic.

Adopting an exploratory qualitative research design, the authors draw on 42 interviews with directors and associates in the Big 4 professional services firms.

The findings reveal two pathways of management control change including alignment and displacement. The authors found that relatively minor adaptions to action and result controls were relied upon to respond to substantial cultural and personnel control changes.

The contributions are threefold: the authors take a temporal perspective to (1) unpack the changes to management control arrangements; (2) theorise the findings by developing a three-dimensional taxonomy of change pathways encompassing pace, scope and longevity of management control change and (3) contextualise management control arrangements in a hybrid work setting.

1. COVID-19 has forced Big 4 firms to challenge existing management control arrangements.

2. Literature has focused on traditional, onsite work settings and largely ignored change pathways.

3. The authors take a temporal perspective to unpack changes to management control arrangements.

4. Big 4 firms adapted to hybrid work with substantial changes to personnel and cultural controls.

5. The authors theorise the findings by developing a three-dimensional taxonomy of change pathways.

COVID-19 has forced Big 4 firms to challenge existing management control arrangements.

Literature has focused on traditional, onsite work settings and largely ignored change pathways.

The authors take a temporal perspective to unpack changes to management control arrangements.

Big 4 firms adapted to hybrid work with substantial changes to personnel and cultural controls.

The authors theorise the findings by developing a three-dimensional taxonomy of change pathways.

This paper aims to introduce a novel structure for the physical internet (PI)–enabled sustainable supplier selection and inventory management problem under uncertain environments.

To address hybrid uncertainty both in the objective function and constraints, a novel interactive hybrid multi-objective optimization solution approach combining Me-based fuzzy possibilistic programming and interval programming approaches is tailored.

Various numerical experiments are introduced to validate the feasibility of the established model and the proposed solution method.

Due to its interconnectedness, the PI has the opportunity to support firms in addressing sustainability challenges and reducing initial impact. The sustainable supplier selection and inventory management have become critical operational challenges in PI-enabled supply chain problems. This is the first attempt on this issue, which uses the presented novel interactive possibilistic programming method.

The COVID-19 pandemic has proven that how supply chain management (SCM) can become a crucial process for sustainability of the world's production/service. The global supply chain crisis during pandemic has affected most of the sectors. Home and personal care products manufacturers are among them. In this study (1) the problems at SCM of personal and home care products manufacturers during pandemic are discussed with the help of medium-size manufacturer and (2) the factors affecting suppliers' performance for the relevant sector during COVID-19 are analyzed comprehensively.

The importance of the factors is evaluated using fuzzy cognitive maps that can help to reveal hidden casual relationships with the help of expert knowledge. In order to eliminate subjectivity due to usage of expert knowledge, the maps are trained with a hybrid learning approach that consists of Non-linear Learning and Extended Great Deluge Algorithms to increase robustness of the analysis.

The findings of the study indicate that the factors such as general quality level of products/services, compliance to delivery time, communication skills and total production capacity of suppliers have been crucial factors during pandemic.

While the implementation of the hybrid learning approach on supply chain can fill the gap in the relevant literature, the promising results of the study can prove the convenience of the methodology to model the of complex systems like supply chain processes.

Business process modeling faces a difficult balance: on the one hand, organizations seek to enact, control and automate business processes through formal structures (procedures and rules). On the other hand, organizations also seek to embrace flexibility, change, innovation, value orientation, and dynamic capabilities, which require informal structures (unique user experiences). Addressing this difficulty, the authors propose the composite approach, which integrates formal and informal process structures. The composite approach adopts a socio-material conceptual lens, where both material and human agencies are supported.

The study follows a design science research methodology. An innovative artifact – the composite approach – is introduced. The composite approach is evaluated in an empirical experiment.

The experimental results show that the composite approach improves model understandability and situation understandability.

This research explores the challenges and opportunities brought by adopting a socio-material conceptual lens to represent business processes.

The study contributes an innovative hybrid approach for modeling business processes, articulating coordination and contextual knowledge. The proposed approach can be used to improve model understandability and situation understandability. The study also extends the socio-material conceptual lens over process modeling with a theoretical framework integrating coordination and contextual knowledge.