@article {7377,
	title = {COVID-induced virtual teams: A phenomenon-based framework and methodological advice for studying novel events},
	journal = {Central European Management Journal},
	volume = {32},
	year = {2024},
	month = {6/2024},
	pages = {262-283},
	abstract = {Purpose {\textendash} We conceptualized the novel phenomenon of COVID-induced virtual teams and its implications and provided researchers with the required information on how to conduct a phenomenon-based study for conceptualizing novel phenomena in relevant ways.
Design/methodology/approach {\textendash} This article stems from phenomenon-based and, thus, theory-building and grounded qualitative research in the German industrial sector. We conducted 47 problem-centered interviews in two phases (February{\textendash}July 2021 and February{\textendash}July 2022) to understand how team members and team leaders experienced COVID-induced virtual teamwork and its subsequent developments.
Findings {\textendash} Empirically, we found COVID-induced virtual teams to be characterized by a high relevance of shaping positive team dynamics via steering internal moderators; crisis is a novel external moderator and transformation becomes the key output factor to be leveraged. Work-from-home leads to specific configuration needs and interrelations between work-from-home and on-site introduce additional dynamics. Methodologically, the phenomenon-based approach is found to be highly suitable for studying the effects of such novel phenomena.
Research limitations/implications {\textendash} This article is explorative. Thus, we advocate further research on related novel phenomena, such as post-COVID-hybrid and work-from-home teams. A model of how to encourage positive dynamics in post-COVID-hybrid teams is developed and lays the groundwork for further studies on post-COVID teamwork. Concerning methodology, researchers are provided with information on how to conduct phenomenon-based research on novel phenomena, such as the COVID-induced virtual teams that we studied.
Practical implications {\textendash} Companies receive advice on how to encourage positive dynamics in post-COVID teamwork, e.g. on identifying best practices and resilient individuals.
Social implications {\textendash} In a country such as Germany that faces labor shortages, our insights might facilitate better labor-market integration for those with care-work obligations and international workers.
Originality/value {\textendash} We offer a first conceptualization of a relevant novel phenomenon, namely COVID-induced virtual teams. We exemplify the phenomenon-based approach as a suitable methodology that serves to build relevant theory using active categorization.},
	issn = {2658-0845 },
	doi = {10.1108/CEMJ-12-2022-0244}
}
