Contemporary organisations continue to use flexible workspace configurations and increasingly are adopting more automated and intelligent digital systems to organise work. Workspace configurations have various forms and arrangements composed of the physical workspace (such as open-plan office spaces) and virtual workspace (e.g., teleworking). The aim of this Special Issue (SI) is to stimulate inquiry into the role of management, organisation and HRM in promoting mutual gains for employers and employees working in these environments. The essence of mutual gains is that HRM practices lead to greater employee well-being and increased employee performance, the latter being especially important to employers for achieving organisational goals. In ‘managing physical and virtual work environments during the Covid-19 pandemic’, we consider how work is organised in challenging physical and virtual workspace configurations as well as how people engage in activities that are paced and informed by automated and digital technologies. Our aim is to encourage exciting research on the role and implementation of management, organisation and HRM in physical and virtual workspace configurations, stimulate new scholarly discussions on the topic, and increase understanding of the application of new technology systems and tools. A specific objective of this SI is therefore to increase academic knowledge on the opportunities and challenges faced by employees working in different physical and virtual workspace conditions, and consider the consequences for employee well-being (Guest, 2017; Van De Voorde, Paauwe, & Van Veldhoven, 2012).

In this study, the empirical evidence regarding small- and medium-sized enterprises’ (SMEs) growth determinants allows us to conclude that: (1) stimulating factors are cash flow and gross domestic product; (2) restrictive factors are: debt, firm size, age of the firm and the interest rate; and (3) in the period after 2008, the financial crisis and implementation of austerity measures, in the Portuguese context, produced a negative effect on SME growth. In the period 2008–2012, that is, after the beginning of the financial crisis, cash flow had less importance, while debt was found to have a stronger negative effect on SME growth, compared with the pre-crisis period.

This study extends previous research on organizational resilience by focusing on its relational resilience dimension and integrating with its operational resilience dimension. Our main goal is to understand relational resilience construct and complement it with operational resilience construct to have a complete and balanced picture of organizational resilience. We analyze complementary contributions of relational and operational resilience on organizational resilience in survival and sustainability dimensions. A multiple-case study has been conducted on two manufacturing and two service organizations. This study has conceptualized relational resilience beyond its survival dimension and extended it in sustainability dimension. This understanding enables congruence with the recent conceptualization of organizational and operational resilience in survival and sustainability aspects.

Challenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspective of the management of large corporate organisations. A mixed-method research that included a qualitative approach followed by a quantitative approach was adopted. The first stage included semistructured interviews with 19 large organisations who had introduced flexible layouts. The second stage involved a questionnaire survey of 32 organisations which had experienced office layout changes. Findings identify that the nature of workplace designs has a considerable impact on the corporate culture of an organisation and can be used to leverage and change its culture. Workplace designs directly influence culture by supporting the systems, symbols, engagement/motivation and behaviours of the organisation and employees. However, some differences between the perceptions of public and private organisations were identified. In conclusion, office layouts are artefacts that can either support, or change, the existing organisational culture. Therefore, the critical achievement of workspace design is to integrate the cultures, values and behaviours of organisations to meet their ultimate goals.

This study explores the potentials of digital transformation for achieving the United Nations Sustainable Development Goals (SDGs), with emphasis on SDG 4 and SDG 9 in Nigeria. The study adopts a conceptual approach, reviewing existing literature to explore the topic from various views of authors on the issue. It focuses on the contextual factors such as stakeholder input to the process of the implementation of digitalisation and SDGs 4 and 9 which focuses on educational development at all levels, industrial collaborations and improvements, respectively. The results indicate that digital transformation potentially enhances the attainment of SDGs 4 and 9, but this is mediated by the level of stakeholder commitment and e-governance performance. Part of the recommendation is the adoption of a multi-disciplinary approach to development-oriented digital transformation interventions for SDGs 4 and 9 in Nigeria, through a process of effective stakeholder engagement and transparent institutional signalling. The study draws research attention to the use of digital transformation for social development, especially in a developing economy such as Nigeria, to enhance the compendium of knowledge in the implementation of digital approach to the attainment of SDGs 4 and 9. It is also suggested for the government institutions to take further responsibility to provide a fair platform for the implementation of digital transformation and the attainment of SDGs 4 and 9 in Nigeria.

Walk tall: The story of REX Bionics is about the key decisions faced by the founders Richard Little and Robert (Robbie) Irving to commercialise a ‘walking skeleton’ for people who are wheelchair-bound for extended periods. The changing role of the founders in a technology-based business and the interplay between the founders’ vision and the reality of growing technology-based businesses is the focus. The history of REX Bionics lies in the founders’ first-hand experiences with people diagnosed with multiple sclerosis. Over 15 years the company evolved from a ‘workshop idea’ in a garage to public listing on the London AIM Stock Exchange. Facing multiple institutional hurdles, rapidly moving technology and high start-up costs, REX Bionics successfully commercialised the walking robotic exoskeleton inspirited by the ‘Power Load’ in the movie Aliens. Little and Irving faced some tough choices about which commercialisation pathways to pursue in the light of diverse perspectives from the board of directors, an advisory board, various investors to their personal mission.

Extant literature remains inconclusive with regard to optimal structural designs for sustaining effective knowledge flows, boosting innovativeness, and achieving superior performance in organizations. We contribute to the ongoing debate on formal, informal, and ambidextrous configurations in the specific context of small high-tech innovators. Adopting an inductive approach to theory building, we explore the factors that account for the variation in knowledge-focused designs across sample firms. In our study, innovative ventures rely on pure formal and informal organizational designs but also attempt to mix both, suggesting that gains from ambidexterity are not ubiquitous. Our analysis unveils that the pursuit of a given structural configuration results from a set of operating contingencies and a deliberate managerial effort to align firm idiosyncrasies with desired strategic outcomes. We advance a grounded theory of knowledge-focused organizational design in small high-tech innovators and formulate propositions that may be tested in future inquiries in the field.

The coronavirus disease 2019 (COVID-2019)-induced changes in the workplace present a timely opportunity for human resource management practitioners to consider and remediate the deleterious effects of noise, a commonly cited complaint of employees working in open-plan office (OPO) environments. While self-reports suggest that OPO noise is perceived as a stressor, there is little experimental research comprehensively investigating the effects of noise on employees in terms of their cognitive performance, physiological indicators of stress, and affect. Employing a simulated office setting, we compared the effects of a typical OPO auditory environment to a quieter private office auditory environment on a range of objective and subjective measures of well-being and performance. While OPO noise did not reduce immediate cognitive task performance compared to the quieter environment, it did reduce psychological well-being as evidenced by self-reports of mood, facial expressions of emotion, and physiological indicators of stress in the form of heartrate and skin conductivity. Our research highlights the importance of using a multimodal approach to assess the impact of workplace stressors such as noise. Such an approach will allow HR practitioners to make data-driven recommendations about the design and modification of workspaces to minimize negative effects and support employee well-being.

On-demand and gig economy are names commonly used when discussing issues related to labor in the collaborative economy. Some of the specific digital platforms in this economy, including Uber and TaskRabbit, and Upwork are quite popular. The term digital labor market has been suggested to distinguish the work mediated by these platforms from that of the traditional labor market. The theoretical work conditions and characteristics of this digital labor market are similar to those of negative nonstandard work arrangements. However, more empirical evidence is required because most of the findings about work conditions are based on anecdotal evidence and the analysis of the platforms’ rules. This study collects the characteristics commonly attributed to the digital labor market and analyzes them based on data about 465 workers extracted from two important digital labor platforms. Our results confirm and refine some of the beliefs found in the literature.

This study uses a sample of technological mergers and acquisitions (M&As) of A-share listed companies in the five major high-tech industries from 2012 to 2016, and conducts factor analysis to measure the heterogeneity of these enterprises in terms of financial slack resources, equity resources, and governance structure. On this basis, multivariate regression analysis is utilized to explore the influence of the acquiring firms' heterogeneity on their innovation performance, and the adjustment action of absorptive capacity between heterogeneity and innovation performance. The research results show that the slack financial resources and highly centralized equity structure of enterprises are not conducive to enterprises improving their innovation performance following a technological M&A, while the impact of governance structure on innovation performance following an M&A is similarly not significant. The empirical evidence provided offer insights and a decision reference for technological M&As of high-tech enterprises.

While an increasing number of studies focus on the positive effects of Chinese supervisor–subordinate guanxi on its focal parties, little research has examined in what situations guanxi may instead cause negative impacts on these individuals. Drawing on conservation of resources theory, the objectives of this study is to identify how the culturally remarkable aspect of supervisor–subordinate guanxi – personal-life inclusion – may cause ‘burden’ for Chinese employees and to reveal the moderated mediation mechanism between personal-life inclusion and turnover intention by examining the mediating role of work interference with family and the moderating effect of perceived family demands. Data were collected from 182 Chinese employees. The results indicate that personal-life inclusion is positively correlated with turnover intention and work interference with family mediates this relationship. Perceived family demands serves as a moderator on the mediated relationship between personal-life inclusion, work interference with family, and turnover intention. We discuss the theoretical and managerial implications of our findings.

Organizations have to strive in an uncertain and challenging environment. Hence, the role resilience played at work has been of special interest in the last decade, although empirical research is still scant, especially regarding the antecedents and the consequences resilience has. In this study we analyse the role corporate social responsibility plays towards employees (CSRE) in the promotion of resilience at work, and how resilience results in organizational learning capability (OLC) and firm performance. Structural equation modelling was used to test our model with a sample of 296 companies from different sectors. Results show that CSRE had a positive influence on organizational resilience, which in turn affected firm performance via OLC. Therefore, we tested the antecedents and consequences resilience had empirically, whose practical implications in terms of further human resource management activities are also discussed.

Our study of entrepreneurial engagement within a depleted New Zealand community contributes to understanding the role of place and legitimacy in entrepreneurial practice. General decline characterised Stanton until a newcomer entrepreneur started several businesses that rejuvenated the town. She became a local economic hero to many stakeholders; but others deployed social narratives of place that drew on different values. Our analysis of interactions shows how perceptions of place legitimise or vilify and we demonstrate how place intercedes upon economically generated legitimacy of entrepreneurial practice. Social constructions of place and notions of embeddedness influenced this entrepreneurial enactment. Conceptually, we challenge ideas about universal legitimacy ensuing from economic entrepreneurial benefits. Our theoretical contribution offers socio-spatial propositions for understanding entrepreneurial legitimacy through place.

This paper reports on an exploratory study into critical success factors as they are perceived by Māori small- to medium-sized enterprise (SME) owners in the Otago/Southland regions of New Zealand. We draw on interview responses from 11 Māori business owners and four representatives of SME support services. The aim of this study is to explore Māori SME characteristics in terms of the critical success factors that help or hinder the achievement of their business aspirations. The findings indicate three main thematic concerns: Māori SME owners’ perception of being Māori impacts on how they position themselves as a business; the regional business environment has particular features that impact in a particular way on Māori SMEs; and, notions of business strategy are culturally nuanced. We propose that a culturally constituted regional business support system will better enable Māori SMEs to achieve their aspirations.

The notion of happiness at work is becoming increasingly important for human resource management research. Despite the widespread existence of different constructs that capture positive attitudes, a comprehensive measure of individual-level happiness is necessary. Starting from Fisher’s conceptualisation of happiness at work, Salas-Vallina, Alegre, and Fernández developed a 31-item scale to measure happiness at work. This scale accurately captures the different dimensions of happiness in the workplace context. However, it is a long scale. Shorter scales provide major improvements in efficiency and efficacy. Our study, conducted with two diversified samples, conceptualises and measures happiness at work. Following the steps suggested by Stanton, Sinar, Balzer, and Smith and Kacmar, Crawford, Carlson, Ferguson, and Whitten, we provide a shortened version of the happiness at work scale, while maintaining its psychometric properties. We argue that this new measurement scale presents a high statistical potential to widely capture positive attitudes at work and opens undeveloped research possibilities.