Unpacking the Mechanisms of Employee Resilience in Digitally Transformed Work Environments

Abstract

The problems of digitally transitioning teams from traditional to virtual settings are the focus of this research. Rather than being a proactive strategic shift that is started and promoted by senior management, this study examines the challenges. As a result of the extraordinary circumstances brought about by a worldwide pandemic lock-down and the need to ensure the survival of businesses, this transition is being carried out. We are able to assess the skills and capabilities that are essential for successful transition at both the individual and organizational levels by conducting 18 in-depth interviews. These interviews were conducted in order to gather information. According to the dynamic capabilities hypothesis, this is carried out in this manner. In the first place, when conventional and virtual teams were compared, it was discovered that there were differences in communication patterns at the individual level. Formal communication vs informal communication, spontaneous communication against structured communication, and synchronous communication versus sequential communication were some of the distinctions that were discussed. The findings of this study shed light on a number of challenges that are connected to the digital transformation of teams at the organizational level. Examples of these problems include difficulties encountered during the on boarding process, obstacles encountered in the virtual environment, structural difficulties, and new team jobs such as change manager, chief officer of happiness, and others. As a conclusion, seven separate digital dynamic abilities are recommended for teams who are in the process of shifting to a virtual environment.