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Organisations and their employees have to face extraordinary challenges due to COVID-19 pandemic. Uncertainty in an external environment and continuous remote work require reviewing aspects of the remote personnel management, to ensure a team cohesion with purpose to ensure personnel engagement. Remote personnel engagement is one of the most difficult challenges organizations face nowadays. When working remotely, it is important to be aware of the aspects that are essential in the management of remote work. Manager leads not only individual employees, but also the whole team cohesion has to be strengthened. During remote work, encouraging employees’ engagement so that employees do not feel alienated from their team and the whole organisation is even more crucial. A task to ensure personnel engagement by remote management is even more difficult, especially if remote work is determined by circumstances (for instance, as a reaction to COVID-19 pandemic) rather than free choice. The objective of the paper is to study a correlation between remote personnel management, work team cohesion and employees’ engagement, as well as to develop proposals for both organisation and human resources management enabling them to improve remote personnel management, work team cohesion and employees’ engagement. Three surveys were used to obtain data: evaluation of remote personnel management; evaluation of working teams’ cohesion; and evaluation of personnel engagement. Findings based on the paper research showed a statistically significant correlation between the management of remote team, team cohesion and employees’ engagement – the higher team cohesion, the more engaged in the work employees feel. This correlation indicates the fact that manager’s ability to lead a team remotely affects not only the team as a whole, but also an individual engagement of team members. The value of this research is emphasis on importance and need to look at remotely working employees’ engagement in correlation with remote personnel management and team cohesion. The obtained research results can be applied in practice, by integrating them into proposals for the organisation developed by the authors of the paper with purpose to support improvement of both the team cohesion and the employees’ engagement. [ABSTRACT FROM AUTHOR]

Copyright of CISTI (Iberian Conference on Information Systems & Technologies / Conferência Ibérica de Sistemas e Tecnologias de Informação) Proceedings is the property of Conferencia Iberica de Sistemas Tecnologia de Informacao and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of CISTI (Iberian Conference on Information Systems & Technologies / Conferência Ibérica de Sistemas e Tecnologias de Informação) Proceedings is the property of Conferencia Iberica de Sistemas Tecnologia de Informacao and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Nowadays, engineering curriculum has a strong emphasis on teamwork skills. Improving teaming skills among engineering students reduces the time and budget that engineering managers should spend on new engineers' training. However, students for learning proper teaming practices should work in the effective teams, and for making teams effective, we should have a good team climate. Cohesion is one of the team climates which have taken much attention in organizational behavioral psychology, but not in many studies in engineering education. Cohesion in teams includes task commitment, interpersonal relationship, and task attraction. In this study, we used backward stepwise multilinear regression to predict team member effectiveness based on three dimensions of cohesion. Task attraction was the only dimension that significantly predicts the team member's effectiveness, showing that if engineering students enjoy and like the teaming task, they will have higher effectiveness in teams. Implications and future directions are provided in the paper. [ABSTRACT FROM AUTHOR]

Knowledge Sharing is a key driver of firm performance, but it relies on firm's ability of retaining its most capable human resources and creating worker-centered environments to encourage the open sharing and use of all forms of knowledge. Attracting the right people through brand image and creating the conditions for employees to live the company in a passionate way, with high trust and commitment (with high team cohesion), will lead to a more long-term orientation thus allowing for increased Knowledge sharing (tacit and explicit). Through a case-study based approach, using data from a Portuguese company with 302 employees, we analyzed the impact of the employer's brand image on knowledge sharing mediated by team cohesion and long-term employee orientation. The results of the model tested through PLS-SEM showed that brand image produces effects on knowledge sharing. These effects are mediated through the decisive role of team cohesion. [ABSTRACT FROM AUTHOR]

This paper proposes a curvilinear relationship between team proactive personality and team performance. We found that team proactive personality has an inverted-U shaped relationship with team performance through team cohesion and team potency; team political skill as a moderator mitigated the negative (downward) trend of the curvilinear relationship. [ABSTRACT FROM AUTHOR]

In an ever-increasing networked world, where companies are becoming more and more distributed, leading a team can be challenging. These teams are often virtual and the role of the leader is changing rapidly from "directing/controlling" a system, to "disturbing/facilitating" the network. This new type of leader must facilitate the creation of highly adaptive and regularly changing organization structures, teams, and communications via a Transformational Leadership (TL) behaviour, by which change is introduced to individuals and/or organizations. For all these reasons, organizations are increasingly searching for leadership training programs that can help leaders adapt to their new role and enhance their performance. However, most trainings are based on lectures, causing participants' lack of engagement and motivation toward the training program and leading to low percentage of skill transfer. On the other hand, Massively Multiplayer Online Games (MMOGs) attract millions of players and provide a complex, social, adaptive and regularly changing environment which enables the development of various personal and interpersonal skills. Within its self-organized communities, virtual teams of players interact with each other in order to collaborate and deal with strategy issues, providing opportunities for the development of soft skills such as flexibility, conflict resolution, negotiation, collaboration and leadership. The main goal of paper is to highlight the relationship between in-game and offline soft skills that can be transferred to real life and career settings. The paper presents the results of a PhD pilot study including a quantitative and qualitative analysis of the players' profile (demographics and gameplay habits), players' perceptions about the transferability of leadership from MMOGs to reallife/workplace and the relationship between soft skills, team cohesion and team effectiveness. These findings will contribute to the final stage of this project and can be applied in the design and development of training seminars for virtual teams. [ABSTRACT FROM AUTHOR]

New venture creation plays a significant role in today's economy because it accounts for a considerable portion of new product innovations. Despite many success stories, many new ventures fail before they have fulfilled their greatest potential, often because the team quits the endeavor. This research attempts to explore several factors that influence the dynamics of an entrepreneurial team along the different stages of the new venture creation process in a context of a financial crisis in Greece. Given such direction, primary data from 12 entrepreneurial teams are undertaken within an incubator environment, which is an under-researched context. An in-depth analysis of these entrepreneurial teams suggests various factors (differences in the motives and expectations, improper leadership, inefficient communication, commitment, team structure and how financial crisis affect the intensity of each factor) to have a serious effect on team dynamics and team cohesiveness. The results of this research assist nascent entrepreneurs in evaluating their potential, identifying critical team dynamics and supporting their decision on moving to a sustainable new venture creation. [ABSTRACT FROM AUTHOR]

Over the last decades, digital games have evolved to complex, social environments like Massively Multiplayer Online Games (MMOGs) which are a practice arena for 21st century skills, such as leadership. This paper outlines the conceptual framework behind a doctoral project currently in progress, which examines emotional intelligence (EI) as a leadership skill that can be developed in MMOGs. The main statement of this PhD is that the skills learned in the game settings can help people to become more emotionally intelligent in real life and workplace. The hypotheses of this study that leaders in MMOGs with high emotional intelligence can become transformational leaders, inspiring team members and enhancing team cohesion which can lead to team effectiveness. In order to address this issue, a preliminary study using qualitative and quantitative data from interviews and a survey, will examine the elements of perceived emotional intelligence, transformational leadership, team cohesion and team viability acquired by MMOGs players and their perceived transfer of these skills in their workplace settings. The conceptual framework of this study is based on the Input-Process- Output (IPO) team effectiveness model, which is used widely in organizational researches. Moreover, players' perceptions of the game elements that foster emotional intelligence will also be identified during the preliminary study. These findings will contribute to the final stage of this project, including the design principles for the development of an emotional intelligence training course with real, on-the-job content to teach leadership using essential gamification elements. [ABSTRACT FROM AUTHOR]

The article presents abstracts on organizational behavior topics which include the congruence effects of leaders' and followers' proactive personality on follower work outcomes, the stress-performance relationship within a combined stress-justice framework, and the influence of abusive supervision and organizational factors on organizational citizenship behaviors.

We apply and extend trait activation theory by proposing a multilevel framework whereby group cohesion moderates the effects of conscientiousness and agreeableness on both individual task and contextual performance. We hypothesized that conscientiousness and agreeableness would be positively related to effectiveness criteria in highly cohesive groups and negatively related to the criteria in less cohesive groups. We tested these hypotheses on a sample of 93 work teams comprising 1,043 individuals in a private sector manufacturing firm in South Korea using multilevel random coefficient modeling techniques. Our results generally supported the hypotheses although there were some exceptions. We discuss the implications of these findings for theories of trait activation and for practice. [ABSTRACT FROM AUTHOR]