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Global virtual teams (GVTs) – composed of members in two or more countries who work together primarily using information and communication technologies – are increasingly prevalent in organizations today. There has been a burgeoning of research on this relatively new organizational unit, spanning various academic disciplines. In this chapter, we review and discuss the major developments in this area of research. Based on our review, we identify areas in need of future research, suggest research directions that have the potential to enhance theory development, and provide practical guidelines on managing and working in GVTs.

In this chapter, we focus on virtual teams and emotions during postmerger and acquisition (M&A) integration. Our main research question is “How to manage emotions and virtual teams following cross-border M&A?”. We answer this question through the following research subquestions: (1) What virtual interaction can be identified post-M&A?; (2) What emotions arises from virtual communication; and (3) What emotions and challenges do virtual teams encounter following cross-border M&As? This research is based on a single case study. The main findings imply that emotions, trust, and cultural differences play an important role in virtual interaction following a cross-border M&A.

Since the dawn of modern technology, managers have long discussed the effectiveness of virtual work. While general trends have indicated increased acceptance of virtually working in recent years, the onset of the global coronavirus (COVID-19) pandemic forced a majority of the world’s professional workforce to quickly embrace virtual work. Building upon previous research, this chapter suggests that virtual work is positively correlated with productivity. Using an online open survey, the study examined the extent to which sustained virtual work impacts perceived individual productivity, perceived organisational productivity, collaboration, job satisfaction, and connectedness over a 15-week period. Findings demonstrate that perceived productivity and connectedness were particularly high in the initial weeks, tapering downward as a function of time physically removed from co-workers. Job satisfaction remained largely unchanged and collaboration yielded no reportable trends. Managers reported more negatively than non-managers in all tested variables. Findings support more flexible working systems for employees in the future.

Purpose: The purpose of this chapter is to explore the current usage of robots, artificial intelligence and service automation in travel agencies (TA) and tourist information centres (TIC), and to provide insights about the future deployment of those technologies in the operations of travel agencies and tourist information centres

Design/methodology/approach: The chapter makes a review of travel agencies’ operations in the context of tourist consumer behaviour and then explores the current technologies utilized by TAs and TICs. There are forecasts about the future development of technologies in the TAs, discussing emerging issues and challenges, and final implications with concluding thoughts.

Findings: TA and TIC have incorporated a lot of automated technologies in their operations by numerous software applications; AI is still to proliferate and further excel, and the whole customer interaction tends to take place almost entirely in the digital space.

Research implications: TAs will continue to develop B2C or B2B software to increase their distribution efficiency and footprint through powerful computing capabilities, user-friendly systems, transparency, low fault rate, ease of search and real-time confirmation; virtual and augmented realities will become a standard. Back office tedious tasks and processes will be eliminated by the right software, which will further reduce the paper flow, increase cost-effectiveness and leverage the human involvement in the ordinary procedures of filing, reporting, administering, and analysing data

Social implications: The advance of technologies has certainly empowered the end customers, making them not only informed, but also more engaged. Consequently, the future technological development in TAs operation will focus on higher personalization, but at the expense of higher standardization of technologies.

Originality/value: TAs have certainly embraced technology integration as the only pathway to remain competitive and viable. The future development of RAISA in TAs seem to progress to full automation and AI integration where appropriate. The most challenging obstacles connected with technology introduction in TAs seem to be legal regulations, personal data protection, security issues and technical compatibility, but also moral issues like ethics and cultural understanding.

As costs around the world continue to rise for education, institutions must become innovative in the ways they teach and grow students. To do this effectively, professors and administrative staff should push toward the utilization of Open Source Software (OSS) and virtual tools to enhance or supplement currently available tools. In developing countries, OSS applications would allow students the ability to learn critical technological skills for success at small fraction of the cost. OSS also provides faculty members the ability to dissect source code and prepare students for low-level software development. It is critical that all institutions look at alternatives in providing training and delivering educational material regardless of limitations going forward as the world continues to be more global due to the increased use of technologies everywhere. Doing this could provide a means of shortening the education gap in many countries. Through reviewing the available technology, possible implementations of these technologies, and the application of these items in graduate coursework could provide a starting point in integrating these tools into academia. When administrators or faculty debate the possibilities of OSS, gaming, and simulation tools, this applied research provides a guide for changing the ability to develop students that will be competitive on a global level.

The aim of the chapter is to understand the role of trust and social cohesion in the effects of New Ways of Working.

The study consists of a cross-sectional survey (N = 549) at a Dutch insurance company with four locations. NWW was introduced in one of the locations 15 years ago, the other locations only recently. We present and test a model in which trust and social cohesion are mediators between NWW and performance.

The implementation of NWW leads to better performance (Beta 0.16, p < 0.001). However, the main effect is explained completely by the mediating role of trust (between employees-managers and between colleagues) and social cohesion. The number of days working at home has no significant relationship to performance.

The theory and findings of this chapter call for further elaboration in research: more contextualization of these data is needed and more comprehensive theoretical models, such as the role of personality, task and function.

If employees feel to be trusted by their supervisors and colleagues, the performance will increase, ‘even’ if they work at home or in flexible offices. The implementation of NWW will therefore only be beneficial if there are trustful relations and attention is paid to social cohesion of the group.

The study is among the first to prove the relationship between NWW and performance and more importantly, it is one of the first in explaining that relationship by pointing on the mediating role of trust and social cohesion.

Virtualization is the simulation or emulation of computer resources to the user (Grauer, n.d.; Simpson, 2008). This chapter discusses virtualization as a viable classroom methodology for providing students with course relevant hands-on experience (Simpson, 2008) while synchronizing course specific content in traditional on-ground and online courses (Pheils, 2010). More specifically, this chapter provides an overview of virtualization, detailing several open source tools, and offering possible applications for incorporation into other courses including free resources for sample content. Proof-of-concept is established through examples of successful usage at two colleges. The adoption of virtualization within course development may provide a solution that spans disciplines and offers students the ability to practice and further their studies beyond the classroom.

College support and career development are two significant challenges international students encountered during the pandemic, and these two factors have an enormous impact on the internationalization of higher education. The data for this study came from the 2020 to 2021 administrations of the National Survey of Student Engagement (NSSE) that includes over 500 international students enrolled at over 120 four-year colleges and universities in the United States. These students specifically responded to an open-ended item asking them what they think institutions should do better to assist their academic achievement and career goals. This study takes an in-depth look at international students’ qualitative responses about ways that institutions could better support their preparation for future careers. Using theories of cultural wealth and ecological systems to understand the unique experiences of international students during the pandemic offers an opportunity to help students not just in times of crisis but more holistically as they continue to pursue their higher education experiences in the United States. Ultimately, the authors provide recommendations for higher education professionals working with international students to better support their students’ career development and overall college experience.

Global virtual teams (GVTs), also known as transnational or distributed teams, are increasingly common as organizations strive to maintain a global presence, find top and diverse talent, and cope with economic constraints. Despite increasing adoption of GVTs, there is a dearth of research addressing whether GVTs are an effective coping strategy for dealing with the world economic crisis and if there are unintended negative consequences on employee well-being as a result of their use. Thus, a focal question guiding the development of this chapter is whether or not GVTs are a sustainable solution for organizations? In this chapter we present a generic framework depicting the cycle by which macroeconomic demands impose changes on organization's structures, which trickle down to the level of the individual who has to cope with the demands the new structure has imposed. We discuss GVTs as an intervention (or cure) for organizations’ dealing with the current world economic crisis and how this organizational intervention inevitably becomes the context (or cause) for the kinds of stressors or demands employees face.