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The COVID-19 pandemic has affected women in unique gender-specific ways, particularly their traditional status as home managers. This study aims to draw on the role theory to examine the impact of the COVID-19 pandemic on women's work–family balance during the lockdown.

The current COVID-19 pandemic, which has altered the ways in which we live and work, requires specific methodological tools to be understood. The authors, therefore, opted for an interpretive–constructivist and constructivist–phenomenologist approach. The dataset, thus, comprises of semi-structured interviews with 26 working women in the UK.

The findings illustrate how the COVID-19 lockdown has intensified British women's domestic workload and has, thus, caused unbridled role conflict, which has further been exacerbated by structural and interactional roles undertaken by women, especially during the lockdown. Remote working has contributed to women's role congestion and role conflict and poses severe challenges to role differentiation. Furthermore, we found that the lockdown has facilitated the rediscovery of family values and closeness, which is connected to the decline in juvenile delinquency and low crime rate that has resulted from the lockdown.

Through the lens of the role theory, this study concludes that the cohabitation of work and family duties within the domestic space undermines the ability to achieve work–family balance and role differentiation due to the occurrence of inter-role conflicts. This study enriches our understanding of the effect of remote working on female employees' work–family balance during the unprecedented COVID-19 pandemic lockdown.

After a period of accelerated workplace change, this chapter takes an interpretivist-constructionist approach to explore the experiences of, and perceptions around, flexible and hybrid working among a sample of women owners/directors in the UK small and medium size enterprise (SME) public relations (PR) agency community. Their views, both in terms of running teams and their own engagement with flexible and hybrid working, are discussed through both a personal and a sociocultural lens, with particular reference to the impact of the global COVID-19 pandemic and the gendered experience. Specifically, we consider whether global events have alleviated or heightened concerns around teamwork, collaboration, creativity and culture. This chapter adds to a growing body of research into flexible and hybrid working relating to the PR profession and focuses on gendered experience which has often seen women caregivers and those in unstable relationships at a disadvantage with career progression. We explore whether recent events have ‘improved’ the situation for women in PR. We consider how the life stage and personal experience of the individual owner/director impacts their learned and dynamic attitude development and assess whether flexibility for family is viewed differently to other needs. Themes include authentic leadership and responding to ‘the crucible’, reputation and ‘doing the right thing’ and discretionary effort and ‘work ‘til it hurts culture’.

Introduction: Human resource management (HRM) is going through a transformation phase due to the pandemic. The COVID-19 crisis compelled the employees to work virtually. To mitigate the effects of COVID-19, several organisations heavily invested in artificial intelligence (AI) in the realm of HRM.

Purpose: With limited studies on the paradigm shift in HRM post-pandemic and the role of AI, the study investigates and proposes a conceptual framework for the paradigm shift in HRM practices post-COVID-19 pandemic and the significance of AI. Furthermore, the study investigates the outcomes of the use of AI in HRM for organisations and employees.

Methodology: A comprehensive review of the literature based on the guidelines of Tranfield, Denyer, and Smart (2003) and Crossan and Apaydin (2010) has been followed. A systematic literature review assisted in critically analysing, synthesising, and mapping the extant literature by identifying the broad themes involved.

Findings: COVID-19-related economic disruption has led to a paradigm shift in HRM practices. AI-enabled HRM practices are now centred around remote and contingent workforce management, mindfulness, social capital, increasing employee engagement, reskilling and upskilling towards new competencies, etc. AI is making remote work seamless through smooth recruitment and selection process, onboarding, career and development, tracking and managing the performance, facilitating learning, and talent management. Post-pandemic, AI-powered tools based on data mining (DM), predictive analytics, big data analytics, natural language processing (NLP), intelligent robots, machine learning (ML), virtual (VR)/augmented reality (AR), etc., have paved the way for managing the HRM practices effectively, thereby leading to enhanced organisational performance, employee well-being, automation, and reduced cost.

Much of the body of literature analysing the gig economy focuses on its exploitation of low-wage workers and its role in increasing precarious work. This chapter approaches the topic from a different angle, focussing on the contribution of the gig economy to the declining power of the medical profession. As well as facilitating and promulgating contingent work in healthcare, the gig economy disaggregates medical work into isolated on-demand micro-tasks on digital platforms. This has implications for the status and power of the medical profession, the doctor–patient relationship, and inter-professional boundaries in healthcare. The mechanisms through which these dynamics unfold, as well as the inter-related factors that support the transformations in the allocation and content of medical work, are discussed. These include the implications of heightened transparency of medical work resulting from unbundling of jobs, commodification of medical professionals, and platform-based vulnerabilities such as rating systems that impact doctor–patient relationships. Closure theory is drawn on to illuminate the dynamics of the transformation in professional boundaries and the arising conflict that it entails for the healthcare workforce at different levels. The conflict is theorised as an insidious exercise of closure by allied health professionals on the remit of the medical profession, which challenges remuneration, authority, and other exclusionary benefits traditionally accrued to the medical profession.

Prior research suggests that collaboration is key to sustainable community development and environmental management, and peer-to-peer learning (P2PL) may facilitate community building and collaborative learning skills. This study aims to examine the effect of P2PL on the enhancement of environmental management and sustainable development skills, community building and social capital (i.e. connectedness) and understanding of course learning objectives.

Quantitative and qualitative longitudinal survey data was collected in a sustainable development focused course offered at a large American public university that uses P2PL to explicitly facilitate community building and collaborative skills. Safety precautions and changing locational course offerings due to the COVID-19 pandemic in years 2020, 2021 and 2022 provided an opportunity to evaluate the impact of P2PL on these skills during both virtual and in-person formats. Additionally, this study compared in-course student evaluations with students taking other sustainable development-related courses with collaborative learning aspects to understand the wider effectiveness of this course structure.

This study finds that course format (virtual vs in-person) overall made no difference in either connectedness or conceptual understandings, and that students in both formats felt more connected to others than students taking other courses with P2PL. Scaffolding P2PL and supplemental peer support can yield improved connectedness and learning among students taking environmental coursework.

Sustainable development requires group collaboration and partnership building skills. Issues are consistently raised about the challenges to teaching these skills in higher education. The students and instructors in this research study identify P2PL strategies to address these challenges for in-person and virtual classroom settings.

Overall, the purpose of this paper is to define and delineate the meaning of the concept of Organizational Incivility (OI) by examining its features, scope and implications. Furthermore, it depicts a set of research propositions aiming to guide future research.

Toward this end, this paper draws upon the literature of workplace incivility, unethical behavior, organizational dark side behavior and corporate social irresponsibility, which have been examined through distinct theoretical streams and frames them under the lens of OI concept. The ensuing analysis focuses on some well-known business-cases and their tragic consequences. In doing so, it also argues that the OI concept provides a solid theoretically based framework about how uncivil mindset have been specifically shaped at the organizational level.

Overall, it is proposed that OI is a by-product of conscious (bad) decisions in which the organizational leaderships are allured, at some point and for distinct reasons, to embrace moral disengagement and unethical choices. In doing so, the organizations overlook or neglect their commitments to society’s well-being and environmental preservation. As a result, the organizations start to play a dirty game without any sense of respect for those that rely on them (i.e. consumers and citizens).

The implementation of strict ethical codes and governance measures have proved not to be enough to contain the OI practices. In this regard, organizational leaderships should question themselves if their companies are truly aligned with a civilized conduct. In turn, government agencies, federal laws and institutions dedicated to preserve people’s well-being should play a more incisive role by identifying and stifling the organizational dark side.

On the face of it, it is argued that a myriad of demonstrations of organizational dark side that are identified worldwide can be theoretically explored through the lens of OI and therein lies the major contribution of this work. More specifically, it demonstrates that incivility can go, in fact, beyond organization frontiers spilling over the stakeholders in a negative manner and damaging the interactions. Further, it also contributes to theory by suggesting that OI is a process carefully designed by the organizational leaderships to achieve obscure goals and/or darker purposes.

This study aims to explore the application scenarios of metaverse offices in organizations, including immersive work experiences, weak social networks and virtual meetings. Based on the exploration of this application scenario, this study discusses four levels of organizational change that will be brought about by the future metaverse office, such as the inter-enterprise ecological collaboration model, distributed autonomous organization, flexible leadership and individual belongingness. The metaverse office has some special advantages over traditional office models, but the metaverse office still raises some issues, such as privacy, security, addiction, equity and usability. These issues brake the widespread adoption of metaverse technologies. The study recommends that researchers take these issues into account in future metaverse research and development.

This study surveys the relevant literature by means of a literature review in order to analyze how metaverse technology can be applied to teleworking. Two databases including Web of Science (https://www.webofscience.com/) and Google Scholar (http://scholar.google.com) were selected for this study. Keywords such as “teleworking and metaverse” were used, and 18 publications were found to be relevant to the study. After excluding duplicates, less relevant and older literature, only 14 articles could be used as references for this study. Based on the exploration of this application scenario, this study discusses four levels of organizational change and issues that will be brought about by the metaverse office of the future.

It presents the application scenarios of the metaverse office in organizations, including immersive work experience, weak social networking and virtual meetings.

The pandemic triggers a desire for contactless working. The three main applications of the metaverse office also have a practical value which has been proven in some high-tech companies. It is foreseeable that an efficient, electronic and personalized office model will be enthusiastically adopted by society. Metaverse office will gradually step into people's view in the future.

The concept of the metaverse office has rarely been touched upon by theoretical research, although the technology is gradually becoming known. Even its application to teleworking has only recently been reached by some organizations.

This paper aims to assess how digital knowledge management affects technostress in workers and how that influences the organization’s sustainability. The study applied an in-depth literature review of the following concepts and dimensions, digital knowledge management (acquisition, sharing and application), technostress (techno overload, invasion, complexity, insecurity and uncertainty) and sustainability (economic, social and environmental).

After completing the literature review, an online questionnaire was developed and disseminated through social networks. The questionnaire had four sections: classification of the respondent, questions related to knowledge management, technostress and sustainability. The final sample comprises 454 responses. First, a descriptive analysis of the sample was carried out, and second, a structural equation model by the partial least squares–structural equation modeling method was conducted.

The results show that there is a direct and positive relationship between knowledge management and technostress. This finding means that a higher level of knowledge management of firms causes a greater level of technostress among employees. The close relationship between knowledge management and the firms’ sustainability has also been confirmed. The study results have shown that gender does not have a moderating effect on the relationships reported, as there are no significant differences.

To the best of the authors’ knowledge, this study is the first to look at digital knowledge management, assessing both the levels of employee technostress and the sustainability achieved by their organizations. Thus, this study could serve as a basis for future research. In addition, it contributes to the scarce academic literature on technostress and digital knowledge management levels.