journal article Jun 15, 2021

The People Still Make the (Remote Work-) Place: Lessons from a Pandemic

Journal of Management Vol. 47 No. 8 pp. 1967-1976 · SAGE Publications
View at Publisher Save 10.1177/01492063211023563
Abstract
The Journal of Management editorial team challenged us to consider how the COVID-19 pandemic impacted and altered the employer–employee relationship. In this guest editorial, we take stock of the pandemic-related lessons learned for human resources research and practice. We highlight three insights that many organizations made as the result of pandemic-related changes and describe how these lessons are likely to alter the employee–employer landscape for the foreseeable future. The lessons are (a) understanding that organizational communication practices should be authentic, continuous, and two-way in nature; (b) accepting that the virtual workforce brings unique challenges that do not yet have solutions; and (c) recognizing that success for stakeholders beyond just investors will require continual attention and intention. We also highlight needs and opportunities for future research that will inform theory and practice and lead to the betterment of organizations and society.
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Cited By
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A Theory of Strategic Boundary Control for Remote Work

Matthew B. Perrigino, Roshni Raveendhran · 2025

The Academy of Management Review
Metrics
72
Citations
40
References
Details
Published
Jun 15, 2021
Vol/Issue
47(8)
Pages
1967-1976
License
View
Cite This Article
Anthony J. Nyberg, Jason D. Shaw, Jing Zhu (2021). The People Still Make the (Remote Work-) Place: Lessons from a Pandemic. Journal of Management, 47(8), 1967-1976. https://doi.org/10.1177/01492063211023563
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