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The paper validates a framework using the media synchronicity theory (MST) to study the effect of Social Media Use at Work (SMUW) on the performance “Work Performance” (WP) of the employee. For this, the study initially observed the effect of SMUW on shared vision (SV), network ties (NT), and trust (TRUST) on the knowledge transfer (KT) and the effect of all (SV, NT, TRUST and KT) on the WP of the employees.

A survey method was used to collect responses from 157 employees working at middle and lower-level managerial positions in the chemical companies of India. The data analysis uses variance-based, partial least square SEM, which has established a relationship between the constructs.

The results found a significant effect of SMUW on the WP of the employees. It was observed that the SV and TRUST can be significantly improved with the help of SMUW, contributing to the KT and simultaneously affecting the WP of the employees.

The study has examined the positive and significant effect of SMUW on the employees' SV, NT and TRUST. Improving SV, NT and trust (dimension of social capital) through social media allows employees to transfer more knowledge. An increase in KT among the employees further positively affected the individual and group performance within the organization. SV positively affected the employee's WP, but NT and trust negatively affected the WP. The research thus provides useful insight to the managers for effective use of social media in the workplace.

The study used MST to understand the effect of the use of social media in the workplace. The study is kind of first in the Indian context which has examined the effect of employees at managerial level in chemical companies, and thus contributes to the existing literature on social networks/social media from the organizational context.

The purpose of this study is to investigate existing and emerging technology-driven stressors using the transactional model of stress and coping (TMSC).

In-depth semi-structured interviews with 36 professionals were performed to obtain qualitative data to explore emerging techno-stressors. The findings were validated a year into the pandemic with human resource (HR) professionals.

The authors identify a previously unreported techno-stressor, Techno-Isolation (TIS), which arises from a heavy dependence on information communication technologies for professional social interactions. Additionally, several considerations of interaction characteristics are identified that, based on the platform used, affect the experience of TIS, further expanding the TMSC with the addition of medium-interaction compatibility. The authors present a testable model and discuss implications.

This study identifies three new information communication technology (ICT)-based antecedents leading to a new techno-stressor, as well as the importance of medium-interaction compatibility in the experiences of stressors as strains. The authors discuss how these elements fit with and extend the existing stress literature.

This paper aims to determine the impact of perceived virtuality on team dynamics and outcomes by adopting the Input-Mediators-Outcome (IMO) framework. Further, it also investigates the mediating role of team processes and emergent states.

The authors collected survey data from 315 individuals working in virtual teams (VTs) in the information technology sector in India using both offline and online questionnaires. They performed the analysis using Partial Least Squares Structural Equation Modelling (PLS-SEM).

The authors investigated two sets of hypotheses – both direct and indirect (or mediation interactions). Results show that psychological empowerment and conflict management are significant in managing VTs. Also, perceived virtuality impacts team outcomes, i.e. perceived team performance, team satisfaction and subjective well-being.

The interplay between the behavioural team process (conflict management) and the emergent state (psychological empowerment) was examined. The study also helps broaden our understanding of the various psychological variables associated with teamwork in the context of VTs.

Findings from this study will aid in assessing the consequences of virtual teamwork at both individual and organisational levels, such as guiding the design and sustainability of VT arrangements, achieving higher productivity in VTs, and designing effective and interactive solutions in the virtual space.

The study examined the interplay between behavioural team processes (such as conflict management) and emergent states (such as psychological empowerment). The study also theorises and empirically tests the relationships between perceived virtuality and team outcomes (i.e. both affective and effectiveness). It may serve as a guide to understanding team dynamics in VTs better.

This exploratory study attempts to enhance the current understanding of the research and practice of VTs within a developing economy.