The COVID-19 pandemic has altered the business world in historic proportions. Whereas the short-term effects have been felt by many, the long-term effects of the pandemic will likely create paradigm shifts of unknown impact. The novelty of this situation has had drastic and potentially lasting organizational effects. We use existing research to explore and presage the effects of these paradigm shifts across multiple domains including: job security, financial consequences, remote work, worker wellbeing, and career attitudes. By exploring the implications in each area of business, the hope is that researchers and practitioners can better prepare for a post-pandemic future.

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Purpose Drawing on moral foundations theory, this paper aims to investigate the moral component of loyalty, a critical determinant of long-term organisational success. Design/methodology/approach This paper contains two studies using archival data gathered from the Major League Baseball and the National Basketball Association in the USA. Findings This paper finds empirical support for the “ideology-loyalty hypothesis” – namely, fans in more politically conservative communities are more loyal to their professional sports teams than those in more liberal ones. Originality/value These findings contribute to a growing literature on the moral roots of organisational phenomena by providing evidence of community-level effects of political ideology on loyalty. Based on these findings, this paper suggests that when making strategic decisions (e.g. expansion into a new market), organisations need to pay attention to the political climate of the communities in which they operate (or intend to operate) to achieve and sustain organisational success.

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Cooperative work can seldom be meaningfully reduced to a single performance criterion. However, there is little theory regarding how groups address tasks with multiple success criteria. Generalizing from the theory of task demonstrability we offer a foundation for understanding group performance on multifaceted tasks that includes a focus on subtask performance, overall performance, and the subjective experience of group members. We predict and find that the composition of groups with respect to member priorities (i.e., having a single member that is oriented toward an intellective criterion or multiple members oriented toward a judgmental criterion) outperform groups that do not meet these composition thresholds. Groups simultaneously meeting both thresholds outperform all comparisons, however their members report a poor shared understanding of the task, less cooperation, and less desire to work in that same group in the future. This research extends the traditional group performance literature into the more complex and ecologically valid area of multicriteria performance and addresses both theoretical and practical implications. (PsycINFO Database Record