Projekt- und Teamarbeit in der digitalisierten Arbeitswelt

Mütze‐Niewöhner, Susanne; Latniak, Erich; Hardwig, Thomas; Nicklich, Manuel; Hacker, Winfried; Harlacher, Markus; Pietrzyk, Ulrike; Kauffeld, Simone

doi:10.1007/978-3-662-62231-5_1

Cited by 5 publications

(2 citation statements)

References 63 publications

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“…This reduction of time pressure should be analyzed individually for each person and situation as job design is complex (Mütze-Niewöhner et al. 2021 ). A reduction of time pressure might, for example, be achieved by working out a realistic plan with one’s colleagues or by using one’s social resources, such as asking colleagues for help, who have less pressure or have more task experience.…”

Section: Discussionmentioning

confidence: 99%

Negative effects of time autonomy in digital collaboration

Mander

Antoni

2023

Gr Interakt Org

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This article in the journal Group. Interaction. Organization (GIO) focuses on the effects of time autonomy on job-to-home spillover and emotional exhaustion when employees face high time pressure in digital collaboration. We assume time autonomy to strengthen rather than to buffer the detrimental indirect effects of high time pressure on emotional exhaustion via job-to-home spillover, and that high digital collaboration amplifies this effect even further. In a sample of N = 111 employees, we investigated this research question using conditional process analysis. Results support our assumptions as for high digital collaboration high time autonomy amplified the detrimental indirect effect of time pressure on emotional exhaustion via job-to-home spillover, whereas for low digital collaboration high time autonomy buffered this indirect effect. Thus, employees’ risk for emotional exhaustion is higher when time pressure, time autonomy and digital collaboration are high. Therefore, employees and leaders should carefully consider their choices concerning the use of time in the context of digital collaboration.

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Section: Discussionmentioning

confidence: 99%

Negative effects of time autonomy in digital collaboration

Mander

Antoni

2023

Gr Interakt Org

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“…Nevertheless, it is essential for managers to be aware of the relevance of team building and social support for virtual teams (Mütze-Niewöhner et al. 2021 ).…”

Section: Discussionmentioning

confidence: 99%

What will mobile and virtual work look like in the future?—Results of a Delphi-based study

et al. 2022

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This contribution to the journal “Group. Interaction. Organization.” (GIO) takes a closer look at the mobile work of the future. Mobile work as well as virtual collaboration is becoming more and more integrated into our everyday working lives—not least reinforced by the COVID-19 Pandemic. In a Delphi-based study, we investigated the question of what mobile and virtual work will look like in the future. For this purpose, 35 future scenarios were described or processed in four rounds with a total of 460 experts and their desirability and probability of occurrence were evaluated. Positive developments are expected for the organization in terms of technology (e.g., advances in virtuality and artificial intelligence), leadership (e.g., increase in shared leadership and participation) and the work-life integration of employees (e.g., more flexibility and self-management). Negative effects are seen for teamwork (e.g., it becomes more difficult to build and maintain team cohesion and social exchange). How the challenges can be dealt with in terms of work design is shown and discussed.

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