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The purpose of this paper is to focus on a designed research methodology to distil existing research findings from an esrc/ahrc funded japan/uk network on location-based virtual reality experiences for children in order to generate new knowledge.

The structured co-production methodology was undertaken in three stages. These were: (1) a collaborative workshop which produced a series of collage narratives, (2) collaborating with a non-human entity in the form of a digital coded tool to reconfigure the workshop responses and mediate the hierarchy of roles, (3) the co-production of a zine as a collaborative reflection method, which shared via postal service enabled a dialogue and exchange of round Robin interventions by the network members.

The analysis of the data collected in this study highlighted five themes that could be used by other researchers on a wide range of projects. These were: (1) knowing through making, (2) the importance of process, (3) beyond linear representations, (4) agency of physical materials and (5) agency of digital code.

The context of the study being undertaken during the first phase of the global pandemic, revealed insight into a method of co-production that was undertaken under emergency remote working conditions. The knowledge generated from this can be applied to other research contexts such as working with researchers or participants across global borders without the need to travel.

The research provides an innovative rethinking of co-production methods in order to generate new knowledge from multidisciplinary and multimodal research.

Executive isolation of C-suite executives (CXOs), amplified by imposed and voluntary remote working practices, has emerged as a major challenge that is impacting the collaborative needs of CXOs, the work–life balance and hence career progression. This paper aims to examine the impact of remote working on executive isolation impacting the collaborative needs, work–life balance and career of CXOs from organizations in India.

Qualitative research approach was adopted for the study. The respondents based on inclusion criteria were selected through purposive sampling. The survey was administered to 50 CXOs representing multinational companies in India, of which 45 CXOs responded. The data was analyzed using MAXQDA 2022 (Verbi Software, Berlin, Germany).

Companies try to save costs by promoting remote working but might countermine its implications on CXOs collaborative needs, work–life balance and career slowdown. Businesses are now able to hire CXOs and other people who do not physically work alongside their counterparts but at the cost of enhancing executive isolation and loss of productivity. Imposed remote working can adversely affect the CXOs interactivity and productivity, thus enhancing executive isolation and impacting career progression.

The remote working was mandatory during the pandemic but became a practice henceforth. The impact of remote working on the CXOs collaborative needs, work–life balance and career progression has largely been unstudied. There is limited awareness about impact of remote working on executive isolation and its multiplier effect impacting the CXOs careers and it is an inward challenge which needs to be mitigated by the companies. This aspect can lead to the CXOs not being able to achieve their objectives, making the organizations lose trust on their ability to lead and eventually slowing down their career progression, due to remote working led executive isolation.

In the contemporary period, numerous businesses undergo significant adjustments, such as evaluating critical components of the corporate operations and relying on technology to keep operations running while conforming to an ever-changing set of norms and new tactics. The present study aims to (1) explore the relationship between Industry 4.0 (I4.0) tools and their impact on organizational performance and (2) find evidence supporting the moderating role of remote working and organizational agility (OA) in enhancing organizational performance.

The study employed the quantitative research method, and the data were collected from individuals working in different Asian IT firms using the previously established questionnaire. The data were examined using SPSS v22. Different statistical tests have been performed to find the relationship among constructs.

This study uncovers that I4.0 tools impact organizational performance, especially in the IT sector, with a particular emphasis on the moderating influence of remote work and OA. I4.0 tools encompass pivotal components such as artificial intelligence (AI), big data (BD), cloud computing (CC) and Internet of Things (IoT) indeed augment organizational performance. It can be referenced that I4.0 tools play the role of a driving force that equips organizations with the knowledge to augment their performance.

Companies should encourage remote work and use I4.0 technology to support and manage it. Enabling people to work from any location, lowering the requirement for physical infrastructure and enabling a more flexible and responsive organizational structure can increase OA. In conclusion, firms in Asia may increase the performance and agility using I4.0 technology. Organizations may innovate by putting money into these technologies, encouraging remote work and creating an innovative culture.

In this dynamic and technologically advanced environment, every industry is forced to look for latest tools, i.e. I4.0, tools to augment the performance. It has been concluded that I4.0 tools are “better practices” for boosting organizational performance; hence, the findings benefit firms working in the IT sector. The verdicts of this research can assist organizations in making decisions regarding the implementation of I4.0 tools.

To the best of the authors' knowledge, no specific study could be found in which the relationship among these constructs had been investigated earlier in the IT sector. This research work acts as value addition to the literature as it illustrates technological advancements may increase organizational performance, especially in Asia. This research work adds to the body of knowledge by amplifying the effect of latest technologies on organizational performance, via remote work and OA.

As remote working becomes increasingly popular, remote working could unlock new ways of working through digitisation. However, the construction sector has been slow to adopt digitisation in its processes, making digitisation difficult to assess whether this affordance may be well received and the current capabilities of digitisation to achieve this effectively. The purpose of this paper is to investigate the interest in remote working amongst construction sector personnel and to examine the factors affecting remote working through digitisation affordances.

Based on a case study of one of the largest contractor firms in the United Kingdom, an online questionnaire survey was used to collect responses from 125 construction professionals. Statistical package for the social sciences (SPSS) was used to do basic statistical analysis on the results.

The findings show that there is a general appetite for remote working on a flexible basis where a mix of “on-site” and “off-site” arrangement was deemed practical. This could potentially unlock significant time and cost savings as well as productivity gains. The main factors affecting remote working were the availability of interconnected systems allowing efficient communication and digital infrastructure that enable automated processes.

The research is limited to a large contractor company and may not be appropriate for small and medium-sized companies. The findings may benefit organisations to evaluate the practical needs of ensuring effective remote working in the construction industry and unlocking efficiencies.

The paper adds value to understanding the affordances and constraints of digitisation for remote working from the perspective of construction professionals.

Social media, network capabilities, and digital communication technologies are changing the nature of work for individuals in WIL programs; further challenging the connections between industries and universities in their efforts to ensure individuals are work ready. However, digital technologies have provided new resources to help individuals socialize into the workplace and develop new skills for meeting the challenges of the information age that will also impact on how they get a job, and then do that job. The current literature on WIL, organizational behavior, and remote working, provides a theoretical framework for identifying the key points on the transitions experienced by individuals through WIL using the prism of social media, digital technologies, and the changes in work culture through remote working. Key issues in relation to transition are illustrated using two examples: one French and the other Canadian. The French study examines the effects of social media and digital technologies on individuals in WIL programs in relation to developing work readiness skills and communicating with supervisors and coworkers. The Canadian example examines the challenges internship students face when their workplace is predicated on remote working. The impact of social media, digital and communication technologies present new challenges for fulfilling the objectives of WIL programs and ensuring students are ready for work now and in the future.

Remote work (RW) literature is a megatrend in HRM literature, and the COVID-19 pandemic has highlighted the importance of RW as a concept and an organisational practice. Given the large number of papers being published on remote work, there is a need for a critical review of the extant literature using bibliometric analysis. This paper examines the literature on remote working to identify the factors crucial for managing a remote workforce. This study uses the complex adaptive systems theory as a foundation to build a framework that organisations can use to manage their remote workforce, focusing on three outcomes: employee engagement, collaboration and organisational agility.

Bibliometric analysis was conducted on the research published in Scopus journal in the area of remote work, followed by critical literature analysis.

The bibliometric analysis identified five clusters that reflect five organisational factors which the management can align to achieve the desired outcomes of engagement, collaboration and agility: technology orientation, leadership, HRM practices, external processes and organisational culture. The present findings have important implications for managing the remote workforce.

The five factors were mapped to propose a conceptual model on engaging individual employees, fostering team collaboration and building organisational agility while working remotely. We also propose an application model for using technology to achieve the outcomes of engagement, collaboration and agility in the organisation. Practitioners could use this framework to focus on the factors that can create a conducive environment to improve work efficiency in a remote workforce.

The urgent and unexpected transition to remote working during the coronavirus disease 2019 (COVID-19) pandemic calls for an increased focus on the contemporary workplace, especially for the post-COVID-19 era. While most studies undertaken during the pandemic have focused on the consequences of remote working, this study, using the UK as the research context, focuses on the factors that may facilitate the effectiveness of remote working in the post-COVID-19 era from the perspectives of employees and employers.

The study uses the interpretivist philosophical perspective to understand the study participants' subjective meanings and experiences. It utilises a qualitative approach, specifically data drawn from the semi-structured interviews of 31 participants.

The study highlights the factors that may facilitate the effectiveness of remote working in the post-COVID-19 era. Flexible working preferences, smart working practices, self-discipline, and leadership roles and expectations emerge as enablers of remote working among the participants. It is evident from the study’s findings that both employers and employees have expectations about remote working conditions.

Due to the changing work environment, where remote working is becoming more acceptable, this study focuses on a salient topic that examines how remote working may be facilitated effectively in the post-COVID-19 era. Thus, it makes predictions concerning the future of remote working post-COVID-19. It also emphasises that employers and employees have developed clear expectations about facilitating remote working and seek to meet these expectations by implementing various strategies.

Teleworking, working from home and flexible work have gained popularity over the last few years. A shift in policies and practices in the workplace is required owing to the COVID-19 pandemic accelerating current trends in work-from-everywhere (WFE) research. This article presents a systematic literature review of WFE research from 1990 to early 2023 to understand the transformation of the field.

The Web of Science database was used to conduct this review based on rigorous bibliometric and network analysis techniques. The prominence of the research studied using SPAR-4-SLR and a collection of bibliometric techniques on selected journal articles, reviews and early access articles. Performance and keyword co-occurrence analysis form the premise of cluster analysis. The content analysis of recently published papers revealed the driving and restraining forces that help define and operationalize the concept of WFE.

The major findings indicate that the five established and accelerated trends from cluster analysis are COVID-19 and the pandemic, telework(ing), remote working, work from home and well-being and productivity. Driving and restraining forces identified through content analysis include technological breakthroughs, work–life integration challenges, inequality in the distribution of jobs, gender, shifts in industry and sector preferences, upskilling and reskilling and many more have been published post-COVID in the restraining forces category of WFE.

A key contribution of this pioneering study of “work from everywhere” is the linking of the bibliometric trends of the past three decades to the influencing and restraining factors during the pandemic. This study illustrates how WFE could be perceived differently post-COVID, which is of great concern to practitioners and future researchers.

A wide range of publications on WFE and multiple synonyms can create confusion if a systematic and effective system does not classify and associate them. This study uses both bibliometric and scientometric analyses in the context of WFE using systematic literature review (SLR) methods.

This paper aims to explore the impact of COVID-19 on office space in Johannesburg. This study further explores the role of changing work practices in the office sector in South Africa because of the pandemic and its impact on future office space use planning and management.

To understand the footprints that the COVID-19 pandemic has left on the office space market in Johannesburg, this study uses semi-structured interviews, which were administered to corporate office users, and a thematic analysis was adopted to understand the views, perspectives and expectations of office users.

The study showed that space users perceive COVID-19-induced remote working as having benefits, opportunities and challenges. A notable shift in office space utilization has emerged, with employees increasingly opting for roles that permit remote work. This newfound flexibility, accommodating both on-site and remote work, often makes working from home more appealing than traditional office environments that may no longer align with users’ preferences for office spaces.

The study is limited to Johannesburg, South Africa, and may not apply to other African markets. Ten in-depth interviews were conducted, and analysis and results were deduced; this may be considered a limitation of this study.

The pandemic’s impact has brought about irreversible changes, compelling policymakers and business leaders to strategize and prepare. This proactive stance aims to prevent avoidable challenges for employees and companies during future pandemics. A thoughtful approach to the post-pandemic world can usher positive changes in the office and property sector. This includes the coexistence of both remote work and on-site working models.

This paper provides valuable insight into some of the outcomes of the COVID-19 pandemic in South Africa that are essential for future office space use planning and management. The insights from this study extend the literature and provide novel knowledge based on an office sector in the “global south.”

This study examined employees’ experiences of remote work and the impact of remote work on working life.

This was a mixed-methods study undertaken in three Finnish nonprofit firms. In total, 1,154 respondents took part during the first and second COVID-19 waves in Finland.

COVID-19 remote working saved employees’ and businesses’ financial resources; increased job satisfaction, firms’ performances and employee employment opportunities; and positively affected organizations’ trust outcomes. This study found that female team leaders were significantly more likely than male team leaders to trust team members’ data protection abilities. In addition, remote work can reduce climate pollution. Remote work during the COVID-19 pandemic also affected the social lives of the employees and work relationships and led to a reduction in physical activity levels and work overload.

The main theoretical contributions of this study are the identification of remote working characteristics during the COVID-19 pandemic, positive/negative outcomes of remote working, and further forms measurable propositions. This study contributes to the change management literature and opens up new avenues for future research.

This study can help managers to better understand and lead employees at a time when significant numbers continue to work remotely. Continued work in this field is important because organizations are required to be agile in a changing operating work environment. Given that home-based work has become the new normal, organizations may need to update their data protection rules and address organizational trust issues.

Social effects can be seen as an increased understanding of the effects of remote work in the colleague network. Although remote work suits many employees, they also wish to see their colleagues occasionally. Thus, a mix of remote work with some in-office time may be a more attractive option than remote work only.

The integrated multidimensional framework applied in this study is based on research findings. The framework is dynamic and can be further expanded with new findings, serving as a theoretical basis to guide future research.