Reimagining e-leadership for reconfigured virtual teams due to Covid-19. / Chamakiotis, Petros; Panteli, Niki; Davison, Robert.

In: International Journal of Information Management, 08.06.2021.

Research output: Contribution to journalArticlepeer-review

Forthcoming

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Reimagining e-leadership for reconfigured virtual teams due to Covid-19. / Chamakiotis, Petros; Panteli, Niki; Davison, Robert.

In: International Journal of Information Management, 08.06.2021.

Research output: Contribution to journalArticlepeer-review

Harvard

Chamakiotis, P, Panteli, N & Davison, R 2021, 'Reimagining e-leadership for reconfigured virtual teams due to Covid-19', International Journal of Information Management.

APA

Chamakiotis, P., Panteli, N., & Davison, R. (Accepted/In press). Reimagining e-leadership for reconfigured virtual teams due to Covid-19. International Journal of Information Management.

Vancouver

Chamakiotis P, Panteli N, Davison R. Reimagining e-leadership for reconfigured virtual teams due to Covid-19. International Journal of Information Management. 2021 Jun 8.

Author

Chamakiotis, Petros ; Panteli, Niki ; Davison, Robert. / Reimagining e-leadership for reconfigured virtual teams due to Covid-19. In: International Journal of Information Management. 2021.

BibTeX

@article{2b013c9e009e4025acdd47241bdbf78f,
title = "Reimagining e-leadership for reconfigured virtual teams due to Covid-19",
abstract = "Driven by an unexpected transition into virtual working worldwide as a result of the Coronavirus disease 2019 (Covid-19) pandemic, in this paper, we examine the extent to which existing knowledge from the literature on virtual teams (VTs) spanning two decades can be used to inform how leadership can be exercised in the Covid-19 {\textquoteleft}new normal{\textquoteright}, involving {\textquoteleft}reconfigured{\textquoteright} VTs which have both similarities with, and differences from, earlier VTs. Drawing on existing literature on VTs pre-Covid-19, we explore what current (and future) VTs might look like and what this means for leadership in this new context with an emphasis on how leadership, or e-leadership, can be exercised to help the leaders of traditional, physically collocated teams that had to transition into VTs. These new e-leaders need to come to grips with a variety of new challenges in order to create high-performing and sustainable VTs. Following a semi-systematic, state-of-the-art literature review, we: (a) identify key themes and explain with a theoretical model how existing knowledge can lead to new insights for newly transitioned e-leaders; (b) discuss what future information systems (IS) researchers should focus on given the new configuration and characteristics of VTs in the Covid-19 context; and (c) {\textquoteleft}translate{\textquoteright} the findings of our synthesis of the existing literature into prescriptive advice that can be used to inform practitioners.",
author = "Petros Chamakiotis and Niki Panteli and Robert Davison",
year = "2021",
month = jun,
day = "8",
language = "English",
journal = "International Journal of Information Management",
issn = "0268-4012",
publisher = "Elsevier Ltd",

}

RIS

TY - JOUR

T1 - Reimagining e-leadership for reconfigured virtual teams due to Covid-19

AU - Chamakiotis, Petros

AU - Panteli, Niki

AU - Davison, Robert

PY - 2021/6/8

Y1 - 2021/6/8

N2 - Driven by an unexpected transition into virtual working worldwide as a result of the Coronavirus disease 2019 (Covid-19) pandemic, in this paper, we examine the extent to which existing knowledge from the literature on virtual teams (VTs) spanning two decades can be used to inform how leadership can be exercised in the Covid-19 ‘new normal’, involving ‘reconfigured’ VTs which have both similarities with, and differences from, earlier VTs. Drawing on existing literature on VTs pre-Covid-19, we explore what current (and future) VTs might look like and what this means for leadership in this new context with an emphasis on how leadership, or e-leadership, can be exercised to help the leaders of traditional, physically collocated teams that had to transition into VTs. These new e-leaders need to come to grips with a variety of new challenges in order to create high-performing and sustainable VTs. Following a semi-systematic, state-of-the-art literature review, we: (a) identify key themes and explain with a theoretical model how existing knowledge can lead to new insights for newly transitioned e-leaders; (b) discuss what future information systems (IS) researchers should focus on given the new configuration and characteristics of VTs in the Covid-19 context; and (c) ‘translate’ the findings of our synthesis of the existing literature into prescriptive advice that can be used to inform practitioners.

AB - Driven by an unexpected transition into virtual working worldwide as a result of the Coronavirus disease 2019 (Covid-19) pandemic, in this paper, we examine the extent to which existing knowledge from the literature on virtual teams (VTs) spanning two decades can be used to inform how leadership can be exercised in the Covid-19 ‘new normal’, involving ‘reconfigured’ VTs which have both similarities with, and differences from, earlier VTs. Drawing on existing literature on VTs pre-Covid-19, we explore what current (and future) VTs might look like and what this means for leadership in this new context with an emphasis on how leadership, or e-leadership, can be exercised to help the leaders of traditional, physically collocated teams that had to transition into VTs. These new e-leaders need to come to grips with a variety of new challenges in order to create high-performing and sustainable VTs. Following a semi-systematic, state-of-the-art literature review, we: (a) identify key themes and explain with a theoretical model how existing knowledge can lead to new insights for newly transitioned e-leaders; (b) discuss what future information systems (IS) researchers should focus on given the new configuration and characteristics of VTs in the Covid-19 context; and (c) ‘translate’ the findings of our synthesis of the existing literature into prescriptive advice that can be used to inform practitioners.

M3 - Article

JO - International Journal of Information Management

JF - International Journal of Information Management

SN - 0268-4012

ER -