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An integrated Web engine (IWE) has been developed by the Internetworking program at Dalhousie University, Halifax, Canada to deliver remote learning experience to geographically remote Master's students. The University intends to increase its student base through online education, retaining the same quality of interactions as the onsite program. To this end, the IWE accommodates three technology‐enabled learning environments that correlate with the three pedagogical approaches and types of onsite interaction. Discusses the e‐learning metrics, pedagogical and technical considerations that influence the design and implementation of the IWE environment. The IWE uses de facto networking standards, commercial and broadband Internet connectivity to ensure real‐time secure interaction with equipment and deliver lectures respectively. A four‐tier role architecture, consisting of faculty, local, remote facilitators, and students, has been determined to be appropriate and adapted to maintain academic integrity and offer the same quality of interaction as the onsite program.

This study aims to widen the understanding of how remote work shapes the feedback environment by examining the perceptions of leaders and subordinates of daily, dyadic feedback interactions. The emphasis is on understanding how reciprocity within leader-member exchange (LMX) relationships manifests and how it influences the feedback dynamics.

Template analysis of a qualitative data set consisting of 81 semi-structured interviews with leaders (n = 29) and remote working subordinates (n = 52) was performed.

Drawing on the theoretical frameworks of the feedback environment and the leader-member exchange, the findings demonstrate the imbalance between the efforts of leaders and subordinates in building and maintaining a favourable feedback environment in the remote work context. The results of this study highlight the importance of the dyadic nature of feedback interactions, calling for a more proactive role from subordinates.

Given the estimation that the COVID-19 pandemic has permanently changed the way organizations work, leaders, subordinates and HR practitioners will benefit from advancing their understanding of the characteristics of dyadic, daily feedback interaction in remote work.

Qualitative research on feedback and leader-member exchange interactions in remote work that combines the perceptions of leaders and subordinates is sparse.

This paper aims to present a novel modular design framework for the haptic teleoperation of single-master/multiple-slave (SM/MS) systems with cooperating manipulators.

The user commands the remote-leader robot and the slave remote robot follows the leader in a leader–follower formation. The remote-slave is purely force-controlled. A virtual model of the remote environment is introduced between the local and remote environments through simulation software. Locally generated motion inputs are transmitted to the remote environment through the virtual model. A haptic coupling is designed in the virtual environment and the haptic feedback is transmitted to the user along with the forces measured in the remote environment. The controllers proposed in this work are experimentally evaluated with experienced and inexperienced users.

The proposed haptic interaction model contributes to the total force feedback and smoothens the high-frequency signals occurring at the physical interaction in the remote environment. Experimental results show that the implemented controllers including the proposed haptic interaction improve the teleoperation performances in terms of trajectory tracking. Furthermore, pure force control of the remote-slave is shown to enhance the robustness of the teleoperation against external disturbances. Satisfactory teleoperation performances are observed with both experienced and inexperienced users.

The proposed SM/MS teleoperation system involves a multi-purpose virtual simulator and a purely force-controlled remote-slave manipulator in a modular cooperative configuration. The uniquely defined structure of the proposed haptic coupling is used in modeling the interaction between the local and remote manipulators on the one hand, and between cooperating remote manipulators on the other.

The purpose of this two-part research was to investigate the effect of remote learning on student progress in elementary education. Part 2, presented in this paper, is a follow-up study to examine how student progression in the two pandemic-induced environments compared to the pre-pandemic conditions.

The authors expanded the quantitative, quasi-experimental factorial design of the authors' initial study with additional ex-post-facto standardized test score data from before the pandemic to enhance the group comparison with a control: the conventional pre-pandemic classroom environment. Thus, the authors were able to examine in which ways the two pandemic-induced learning environments (remote and hybrid) may have affected learner progress in the two subject areas: English Language (ELA) and Math. Additionally, the authors provided a grade-by-grade breakdown of analysis results.

Findings revealed significant group differences in grade levels at or below 6th grade. In the majority of analyzed comparisons, learner achievement in the hybrid group was significantly lower than those in either the remote or the classroom group, or both.

The additional findings further supported the authors' initial hypotheses: Differences in the consistency and continuity of educational approaches, as well as potential differences in learner predispositions and the availability of home support systems may have influenced observed results. Thus, this research also contributes to the general knowledge about learner needs in elementary education.

During the pandemic, remote learning became ubiquitous. However, in contrast to e-learning in postsecondary education, for which an abundance of research has been conducted, relatively little is known about the efficacy of such approaches in elementary education.

This paper aims to propose that millennials – those born between 1980 and 1995 – are uniquely impacted by the long-term impact of the pandemic, which has accelerated the work from home movement and exacerbated organizational issues associated with working remotely. Millennials, on the cusp of embarking on important leadership roles in this new remote work environment, pose challenges and opportunities for organizations will that will last long after the pandemic.

This paper provides a viewpoint based on a narrative review and on the authors’ professional experiences within organizations. Based upon these findings, this paper has reimagined the Mumford skills model to explore millennial managers in this new remote work, post-pandemic context. The goal of this narrative review was to provide a full picture of the “Millennial manager” and the challenges they face in becoming effective managers, as well as highlight the important strengths they bring to the table.

Managers may have challenges regarding job satisfaction, productivity and organizational commitment. The positive factors are millennials prefer flexibility, teamwork and creating a positive work-life balance. The negative side has to do with isolation and the ability to embrace the organization culture in a remote environment. This model shows positive and limiting factors of millennials related to organization effectiveness. The major propositions and model were that millennium managers in this new environment increase interpersonal communication to maintain trust, effective mentoring, resolve strong organizational culture and ensure effective delegation and conflict resolution.

This study discovered challenges for managers, including developing loyalty and improving employee job satisfaction and organizational commitment. Active listening is necessary for team management to show that all team members are valued irrespective of the work environment. Active listening and empathy will increase social support at work, which improves personal well-being and productivity. Millennials will continue to use their technological skills, their desire for teamwork and their preference for participative management, resulting in becoming an invaluable asset in this era of organizational transformation. The challenge for organizations is to realize the millennial generation possesses many talents and must successfully engage them in the pursuit of organizational goals.

This paper adds to the body of knowledge regarding millennials in organizations with a specific focus on the new work environment created by the global pandemic. The authors hope that their adapted skills model – the millennial manager skills model – becomes an important resource for articulation this new environment that millennial managers are in and that this model can be further refined and expanded through empirical exploration.

A new type of digital-based worker emerged during the COVID-19. As a result, during the adjustment to this scenario, family, resources and emotions were impacted. Technological and emotional skills were crucial to give continuity and certainty to business. However, despite benefits, remote working has negative consequences, especially in well-being perception. This study proposes a model to measure the impact on the well-being perception of workers that adapted their job to remote positions during a pandemic and offers a valuable framework to understand future emerging changes in remote working and the relationship with well-being perception, especially during crisis scenarios.

The study used an online questionnaire and a structural equation methodology by partial least squares (PLS) using SmartPLS 3.3.3. Data were obtained from 567 respondents workers who adapted to their jobs during the pandemic in Mexico.

The results showed that six model dimensions: human relations (RH), emotions (E), well-being behaviors related to Covid-19 (CB), family economics (EF), routines and habits (RS) and family life (VF) were positive and significant to reflect the Index of Perception of Well-being (iWB) using a structural equation model. This indicates how the lockdown process changed people's perception of well-being and concerns. According with this, for remote working employees, two dimensions were relevant: RH and EF. This finding is relevant because during emergency lockdown, these workers needed to adapt their activities and were separated from all human interactions.

The researchers’ model of Index of Perception of Well-being (iWB) has conceptual and practical implications. From a conceptual point of view, it offers a methodology to measure the relationships between remote working and employees' well-being perception. While for practice, it offers managerial implications to better manage remote working adaptation without compromising people's well-being to create future innovation management environments (IME) for organizations.

This study contributes to develop research about changes in workers' well-being perception during digital adaptation.

This study's purpose is to explore the difference in employee voice behavior along with its modalities and employee perceived control in a remote vs an in-office work situation.

Employees who worked remotely and in-person at a local municipal government in the Great Lakes Region of the United States were surveyed.

Findings suggest voice behavior and perceived control are stable attitudes and not impacted by a move from in-person to remote work. Participants indicated both Zoom staff meetings and Zoom one-to-one meetings with their supervisor were important; however, only Zoom one-to-one meetings with the supervisor were indicated to be satisfactory.

This study suggests that organizations considering moving some of their operations to a fully remote work situation would not experience differences in employee voice or perceived control. Implications related to utilizing specific communication modalities are also discussed.

This is the only study that focuses on differences in employee voice, its modalities and perceived control comparing in-person vs remote work.

During the COVID-19 pandemic, many organizations adopted remote work policies. Meanwhile, the loss of the collocated work environment made it challenging for the supervisors to have a clear vision of their employees, which may impact the quality of the performance evaluation and developmental decisions. This paper aims to resolve this problem by identifying resources in the remote workplace that can help supervisors restore their capacity for a clear vision of the remote employees.

The authors take the perspectives of the job resource-demand model and illustrate the theoretical framework that recognizes resources and resource holders at various levels of the organization. The authors see this as the key for supervisors to meet the demand of “seeing” their employees in the remote workplace.

Specifically, the employees should offer their information resources via skillful communication because supervisors have lost opportunities for in-person observation. Further, the administration is urged to deliver competence resources through training and development because supervisors may lack the experience of remote work management. Moreover, the organizations should provide social support resources by creating avenues for virtual networking activities, so as to make up the random social opportunities available in the collocated work environment.

Improving supervisors’ vision is a new challenge coming with the installation of the remote workplace. Further research is called for to empirically test this theoretical framework and identify more ways to increase the resources and reduce the demands for supervisors; thus, helping them ease into the new ways of supervision in the virtual workplace.

This research informs the organizations to adjust their strategy for management development to adapt to the remote workplace.

The authors noted that increasing concerns of the low visibility of remote workers was partially due to the impaired vision of supervisors, who lost the context of in-person observation. Supervisors’ vision of their employees was taken for granted in the traditional work environment and there was not much research done on this topic. This prompted us to develop a theoretical framework based on the job resource demand model.

During the COVID-19 pandemic, in order to prevent the spread of disease, the National Library of Indonesia Cataloging Department adopted remote working. There is a need to examine the productivity of remote cataloging as this form of cataloging becomes more prevalent.

The study was conducted using a mixed methods approach. The authors analyzed data to assess cataloging librarians' productivity based on system logs. Then, the authors interviewed librarians to understand librarians' perspectives concerning productivity and remote cataloging, and also to seek insights into factors that may affect productivity while working remotely.

The analysis found higher productivity in terms of quantity of cataloging. Librarians' productivity during remote cataloging is not statistically related to individual factors of age, years of experience, or gender. The in-depth interviews found that other factors may hinder the quality and quantity of the remote cataloging, including the working environment, infrastructure, and lack of policies on remote working.

The findings were based on a study conducted in the National Library of Indonesia, which may not apply to libraries with different infrastructures or existing policies in remote cataloging. However, the authors identified numerous factors that could be related to remote cataloging productivity. More work needs to be done to identify these factors that impact productivity by conducting further surveys.

The research provides evidence showing the productivity of cataloging can be higher in remote working mode. The study provides insights for library managers to decide whether to implement remote cataloging and what additional perspectives could be considered for the better implementation of remote cataloging.

The gap in the literature about remote cataloging and productivity has been bridged.

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.