Call for Book Chapters:“Reimagining the nature of work: Moving beyond automating old processes to transforming the nature of work.”

Vernon Press invites book chapter proposals for an edited collection on “Reimagining the nature of work: Moving beyond automating old processes to transforming the nature of work”, edited by Leigh Maxwell.

The pandemic propelled organizations into a new era. Working remotely represents a fundamental social change in where, when, and how work is done. Given the rise of remote work, there is a need to understand the challenges of maintaining an engaged workforce and sustaining effective work performance across organizations (Torres & Orhan, 2023). We know that collaboration is critical for organizations. Trust is essential for successful functioning teams. In-person interaction creates trust more effectively, and employees learn more and learn faster in person. Individuals working in person are more likely to contribute to creativity and innovation (Colvin, 2021). Rhymer (2023) reported that distributed or remote work makes it difficult to build familiarity and trust, reduces information sharing, delays workflow, and often results in misunderstandings. Cooke (2021) found that teleworkers are less likely to be promoted. Despite the disadvantages, as many as 98% of those surveyed want the option to work remotely for the rest of their lives (Sako, 2021). Holzwarth (2021) reported the most popular reasons people prefer remote work are better work-life balance (91%), increased productivity and better focus (79%), less stress (78%) and avoiding a commute (78%).

The best available approach for most organizations is organized hybrid with two to three anchored days where all employees are in the office (Bloom & Barrero, 2023). This makes sense. In most jobs, there are tasks that can be done independently or remotely, and tasks that are better carried out in social spaces with other co-workers (Sako, 2021). Our current state of work is not as simple as allowing employees to continue remote working, requiring everyone in the office on Wednesdays, and using technology to substitute for proximity. A better understanding of the complexities of organizations, productivity, creativity, workplace norms, job satisfaction, mental health, and equity (just to name a few) is essential for individual well-being and organizational success in the new post-pandemic normal.

The purpose of this book is to draw together evidence of what is working well in terms of the quality of work and creative collaboration. More research is needed into the nature of and individual experience of work post pandemic. Guiding questions for this collection are: What mechanisms and new processes are recommended for organizations to successfully navigate the post pandemic landscape? What do employees need to experience satisfying, engaging, and worthwhile work? How can we move beyond automating the pre-pandemic processes through technology to transforming the nature of work?

Topics include, but are not limited to:

• The changing nature of work post pandemic.
• The impact of remote work on professional identity.
• Creativity lost due to remote working.
• How to best support high functioning virtual teamwork
• Interpersonal communication in a hybrid workplace.
• Changing nature of leadership
• Generations in the workplace and their varying attitudes about work
• How to be a present remote worker
• Asynchronous collaborative practices
• Developing trust across a remote workforce

Deadline for proposals: August 31, 2023

How to submit your proposal: Please submit a one-page abstract/proposal to volume editor Leigh Maxwell, LMaxwell@edgewood.edu, including a short biographical note.