Employee Engagement in Virtual Work Arrangements: The Case of a Virtual Team Temporary Project

Research output: Contribution to journalMeeting abstract


This study explores the drivers and stages of employee engagement in a virtual team environment drawing upon Job Demands-Resources model. While virtual work has been widely adopted due to the flexibility it provides, the engagement of employees in such working settings has not been previously studied. Using a qualitative case study methodology, which is based on analyses of emails texts and interviews, we identify two core resources i.e. pay and leader support as the key contributors to the engagement of virtual team members during three stages of a virtual team project: welcoming, working and wrapping-up. Our results contribute to the literature as pay has not been linked to engagement, and the leader support has been included as part of overall social support.
Original languageEnglish
JournalAcademy of Management Proceedings
Issue number1
Publication statusPublished - 1 Jan 2015

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