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The purpose of this study is to investigate facilitator’s tools and actions in promoting interaction in virtual co-development.

In virtual environments, facilitation plays a crucial role. However, research does not provide many examples of tools and practices of virtual facilitation of co-development. To collect data, two virtual co-development processes were conducted. The data consisted of discussions during virtual workshops and was analyzed using both theory- and data-driven content analysis.

The discussions during the virtual co-development processes related on the topic and script of co-development and the use of digital technology. In co-development, both the facilitators and the participants take responsibility on the topic and the progression of the session. The facilitator needs to balance between offering the participants tools, supporting interaction and leaving empty space for the participants’ initiatives to enhance their agency.

The study underlines the importance of the script and tools in virtual facilitation as well as flexibility in the execution of co-development processes.

The purpose of this paper is to describe an online faculty development pilot course on how to engage students online. A framework was used, referred to as the Trifecta of Student Engagement, for the design of the course. The Trifecta of Student Engagement proposes that students, in order to be fully engaged in a course, need to be engaged with their course content, with their peers and with their instructor. The course has three units of content that each correspond to the Trifecta of Student Engagement. This course has gone through one pilot with faculty and has impacted students and faculty positively.

An online faculty development course was piloted with eight faculty members across a range of disciplines who participated in the program. After taking the course, they had to apply the Trifecta of Student Engagement framework to a course they taught and share what they did via written report, webinar, or web presentation. This study summarized the faculty participants’ written reports and presentations as well as provided a qualitative evaluation on the impact this course had on students and faculty.

After faculty applied the Trifecta of Student Engagement framework to courses taught, faculty saw an improvement in student engagement, satisfaction, learning and achievement. Three faculty surveyed students to determine their engagement and satisfaction and found students to respond positively to the use of tools and activities for student-to-content engagement, student-to-student engagement and student-to-instructor engagement. Two faculty examined student grades to determine if there were changes in student outcomes. One professor saw average grades increase by 11 percent. Another professor saw grades improve by 8 percent. She also found that student assessment of learning increased by 0.57. Both faculty attributed the improvement to the effectiveness of the teaching strategies employed.

This research is limited to the eight faculty who participated in the pilot. Some faculty used methods to attempt to measure the impacts of their teaching practices by surveying students and looking at student performance data. A second pilot is needed for additional faculty to take the course and apply the Trifecta of Engagement framework to generate more data for impact.

Institutions looking to create an online teaching professional development course for faculty can utilize the Trifecta of Student Engagement framework for their course design. Additionally, faculty can read about tools and strategies that they can immediately apply to create more student-to-content engagement, student-to-student engagement and student-to-instructor engagement.

Faculty can be more intentional in how they engage students in their online course experience.

This paper adds to the literature on faculty development regarding student-centered teaching practices. Other institutions looking to create a faculty development course or program that utilizes a student-centered framework may find aspects of this paper useful for their own online teaching professional development initiatives.

This paper aims to highlight the need to place focus on ensuring soft factors in construction projects’ design management and to discuss whether soft factors are hidden success factors.

The presented data is a result of findings from two master theses. The approach is qualitative research and consists of nine semi-structured interviews with design managers and two case studies involving document analyses, meeting observations and descriptions of seven interviews.

This empirical study demonstrates that soft factors are considered important for design managers’ achievement of a successful design process. Focus on soft factors promotes good communication and will improve team performances. Factors are hidden because they are invisible and immeasurable. Furthermore, soft factors are not defined as assigned tasks and are, therefore, easily neglected. Designers are hesitant to explore the possibilities of new technology owing to the fear that they will forfeit human interaction.

This paper is limited to the presentation of empirical findings. Therefore, theory is not a basis for the study but rather a framework for the discussion.

The results in this paper broaden the understanding of human behaviour during the design phase. This knowledge should be considered when the project’s delivery model is designed as it will safeguard actor concerns during the ongoing technological transformation.

This paper contributes knowledge of the view regarding soft factors among project actors. It expands the traditional understanding of value by adding soft factors to the traditional success measures of time, quality and cost.

How can social presence, participation and a sense of community be formed in an online setting without compromising on social connectedness through physical distancing? Under consideration of the goals for an Education for Sustainable Development, transformative science and the social techniques of Theory U, developed by Otto Scharmer (2016), an online Community of Inquiry of researchers, practitioners and learners was to be developed, followed and observed to discuss the question whether and how it was possible to create an awareness-based, future-oriented and socially committed online community that would enrich social transformation processes.

Methods of 1st, 2nd and 3rd person research were applied, as well as group discussions, one Mentimeter survey and one standardised questionnaire with an open question.

Results indicate that it is not only possible to create a feeling of community in an online setting, but also point to the terms and conditions which act as enablers and influencers, like seeing each other face-to-face, collective check-ins and check-outs as well as small group break-out sessions. Video conferencing and the practicing of rules of conduct and communication, also referred to as netiquette, enable a transcendence of the physical distance to reach a feeling of belonging and social presence in the perception of the participants.

In line with global sustainable development, the study also sets an example for how to reduce personal emissions when planning an international conference. Also, it shows how to create online spaces to connect people worldwide, which will support to take over responsibilities as world citizens.

This paper aims to analyze factors based on organizational knowledge management (KM; transactional memory systems and knowledge-oriented leadership [K-OL]) that help firms to mitigate conflicts based on task management at work, with the aim to improve their innovation capabilities (IC). The knowledge-based view of the firm, conflict management theory and cognitive collective engagement theory have been used to build a model of relationships that connects the development of positive KM contexts and management of dysfunctional conflict with IC improvement.

Data survey collected from inland hotel establishments in Spain is used to test seven hypotheses by means of structural equations modeling, applying the partial least squares technique. Direct, indirect and mediating relationships between variables are examined from the structural path model.

The results confirm that, as expected, IC improve when K-OL and transactive memory systems (TMSs) are properly implemented by hotel establishments, which leads them to reduce negative effects of task management conflict (TMC). Significant direct effects are found between the key variables of the study and also a significant indirect effect between K-OL and IC through TMS reinforcement and the mitigation of TMC.

This paper provides useful ideas for hotel managers about how to improve KM contexts in their establishments while avoiding TMC. Efforts devoted to creating those contexts by hotel establishments are shown to be effective to improve their IC and create competitive advantages.

The analysis of IC improvement by studying TMC mitigation had not been researched to date by the KM literature. The consideration and testing of a model that integrates KM-related tools such as K-OL and TMS to avoid TMC in the hotel industry is the main contribution of this study.

Operational risks can cause considerable, atypical disturbances and impact food supply chain (SC) resilience. Indicatively, the COVID-19 pandemic caused significant disruptions in the UK food services as nationwide stockouts led to unprecedented discrepancies between retail and home-delivery supply capacity and demand. To this effect, this study aims to examine the emergence of digital platforms as an innovative instrument for food SC resilience in severe market disruptions.

An interpretive multiple case-study approach was used to unravel how different generations of e-commerce food service providers, i.e. established and emergent, responded to the need for more resilient operations during the COVID-19 pandemic.

SC disruption management for high-impact low-frequency events requires analysing four research elements: platformisation, structural variety, process flexibility and system resource efficiency. Established e-commerce food operators use partner onboarding and local waste valorisation to enhance resilience. Instead, emergent e-commerce food providers leverage localised rapid upscaling and product personalisation.

Digital food platforms offer a highly customisable, multisided digital marketplace wherein platform members may aggregate product offerings and customers, thus sharing value throughout the network. Platform-induced disintermediation allows bidirectional flows of data and information among SC partners, ensuring compliance and safety in the food retail sector.

The study contributes to the SC configuration and resilience literature by investigating the interrelationship among platformisation, structural variety, process flexibility and system resource efficiency for safe and resilient food provision within exogenously disrupted environments.

Drawing on social exchange theory, this study clarifies the roles of authenticity, interactivity and involvement in predicting customer engagement (CE) and, ultimately, customer loyalty towards an online peer-to-peer accommodation platform. In addition, the study explores the effect of interactivity in increasing authenticity.

Data were collected through an online questionnaire of a sample of Italian tourists who had previously booked a service on Airbnb. The analyses were conducted by adopting partial least squares structural equation modelling.

The model has high power in predicting customer loyalty to an online peer-to-peer accommodation platform. Specifically, involvement is the primary predictor of CE and customer loyalty. Authenticity and interactivity also have a significant and positive effect both on CE and customer loyalty. In addition, CE partially mediates the relationship between authenticity, interactivity and involvement and customer loyalty. Finally, interactivity has a significant positive effect on authenticity.

The results encourage hospitality service providers to invest in the creation (and co-creation) of authentic experiences to increase CE and customer loyalty. Hospitality managers can also enhance CE by increasing involvement and interaction with customers through various touchpoints (online and offline) in different moments of the customer journey.

This study proposes an original model to predict customer loyalty to peer-to-peer hospitality platforms. The findings shed new light on the drivers of CE and provide empirical support for the mediating effect of CE. The study also contributes to the literature on authenticity by demonstrating the positive effect of interactivity on authenticity.