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The focus of the present study was on police officers reactions to and memories of a manhunt after a shooting incident. Emotional impact and memories of these events are discussed in relation to time elapsed, support from co‐workers, supervisors and professional debriefing.

A total of 11 police officers responding to a mass shooting carried out by a young offender resulting in seven dead civilians were asked to describe the event ten months after the event, five years after the event, and again nine years after the event.

All police officers reported having vivid memories of the mass shooting incident, and visual and auditory memories of the event were best retained, although a decline was observed nine years after the incident. Regarding working through the traumatic experience, the police officers had not been offered professional help in connection with the mass shooting incident.

Owing to the fact that police officers in the present study answered the survey anonymously, it was not possible to work out repeated measures statistics for these memories over time.

Knowing that the psychological distress due to exposure to a traumatic event may be long lasting, it is crucial that police organizations consider time as an important factor in working through these experiences.

Research on emotion and memory is highly relevant to the work of police officers and to the legal system.

Investigates situations that were perceived as stressful by Swedish police officers and the kind of support and help they had received in connection with that. A total of 162 respondents took part in the study. Results show that most of the traumatic experiences reported by police officers occurred early on in their careers. The traumatic experiences often remained in their memories in the form of visual, tactile, and olfactory sensations. A variety of stress reactions were described in connection with these experiences. As regards ways of working through the traumatic experiences, more than half reported that it helped them to talk about the event with their colleagues. Only a few had been offered debriefing or professional help in connection with the event. A notable finding is that the majority of the officers did not receive any support at all from their superiors in connection with the event.

We conceptualized the novel phenomenon of COVID-induced virtual teams and its implications and provided researchers with the required information on how to conduct a phenomenon-based study for conceptualizing novel phenomena in relevant ways.

This article stems from phenomenon-based and, thus, theory-building and grounded qualitative research in the German industrial sector. We conducted 47 problem-centered interviews in two phases (February–July 2021 and February–July 2022) to understand how team members and team leaders experienced COVID-induced virtual teamwork and its subsequent developments.

Empirically, we found COVID-induced virtual teams to be characterized by a high relevance of shaping positive team dynamics via steering internal moderators; crisis is a novel external moderator and transformation becomes the key output factor to be leveraged. Work-from-home leads to specific configuration needs and interrelations between work-from-home and on-site introduce additional dynamics. Methodologically, the phenomenon-based approach is found to be highly suitable for studying the effects of such novel phenomena.

This article is explorative. Thus, we advocate further research on related novel phenomena, such as post-COVID-hybrid and work-from-home teams. A model of how to encourage positive dynamics in post-COVID-hybrid teams is developed and lays the groundwork for further studies on post-COVID teamwork. Concerning methodology, researchers are provided with information on how to conduct phenomenon-based research on novel phenomena, such as the COVID-induced virtual teams that we studied.

Companies receive advice on how to encourage positive dynamics in post-COVID teamwork, e.g. on identifying best practices and resilient individuals.

In a country such as Germany that faces labor shortages, our insights might facilitate better labor-market integration for those with care-work obligations and international workers.

We offer a first conceptualization of a relevant novel phenomenon, namely COVID-induced virtual teams. We exemplify the phenomenon-based approach as a suitable methodology that serves to build relevant theory using active categorization.

The ongoing pandemic caused by the coronavirus disease 2019 (COVID-19) virus has severely influenced lives and livelihoods. As service organizations either face hibernation or continuity of their business operations, the impact of social distancing measures raises major concerns for the well-being of service employees. In this paper, the authors develop a conceptual framework to examine how different social distancing practices impact an organization's service continuity or service hibernation, which in turn affects different dimensions of their employee subjective well-being during the COVID-19 pandemic.

The authors draw on macroeconomic data and industrial reports, linking them to theoretical concepts to develop a conceptual framework and a research agenda to serve as a starting point to fully understand the impact of this pandemic on employee well-being.

This article develops an overarching framework and research agenda to investigate the impact of social distancing practices on employee well-being.

The authors propose two opposing business concepts – service continuity and service hibernation – as possible responses to social distancing measures. By bridging different theoretical domains, the authors suggeste that there is a need to holistically examine macro-, meso- and micro-level factors to fully understand the impact of social distancing–related measures on employee well-being.

While current human resource management (HRM) research on the relationship between HRM and employee well-being has focused on performance-oriented HRM (e.g. high-performance work practices), scholars have called to broaden the perspective and to explore HRM practices that are indeed well-being-oriented. The purpose of this paper is to analyze the empirical diffusion of well-being-oriented HRM configurations, the conditions in which these are used, and their associations with health, happiness and relational well-being.

Analyses are based on a probabilistic subsample of 1,364 employees in Germany. Employee data are used, since individual employees' perceptions of HRM practices are crucial for understanding the effects of HRM on employee well-being. Configurations of well-being-oriented HRM practices are identified using latent class analysis.

Findings show that (1) employees experience diverse configurations of well-being-oriented HRM practices, which differ in their investment levels and the specific practices used; (2) these configurations are contingent on organizational-level and individual-level characteristics and (3) these configurations have diverse associations with different well-being dimensions. Importantly, configurations characterized by higher investments are not always associated with higher well-being, and the highest well-being is associated with a configuration based on high investment in well-being-oriented HRM focused on support from supervisors.

This exploratory paper is the first to analyze configurations of well-being-oriented HRM practices. By focusing on well-being-oriented HRM it complements previous research which usually addresses how HRM systems designed to enhance performance affect employee well-being.