Corvinus University of Budapest

Purpose-This paper aims to examine the evolution of global virtual teams (GVTs) as a central mechanism for virtual global mobility, enabling cross-border collaboration without physical relocation. It explores how academic literature has addressed the interplay between cultural diversity, technological infrastructure and structural team dynamics. By positioning GVTs as strategic responses to changing models of international work, the study contributes to ongoing debates on virtual assignments and global talent mobility. Design/methodology/approach-A systematic literature review that used the Preferred Reporting Items for Systematic Reviews and Meta-Analyses protocol to analyze 113 academic sources on GVTs, which were then synthesized through qualitative thematic coding to explore developments in cultural, technological and structural dimensions concerning trust, communication and coordination. Findings-The review highlights a shift from foundational concerns toward more complex challenges, including asynchronous collaboration, chronotype diversity and digital fluency gaps. While technology enables global teamwork, persistent issues, such as cultural misalignment, fragmented structures and role ambiguity, continue to undermine cohesion and trust. Successful GVTs increasingly rely on inclusive onboarding, adaptive leadership and the strategic use of role-based trust as a foundation for developing deeper cognitive and affective trust. Originality/value-This paper offers a novel synthesis of GVT literature by linking technological enablement with the socio-cultural and structural complexities of distributed collaboration. It reconceptualizes GVTs not merely as project-based teams but as evolving platforms for international work and global mobility. By examining how organizations cultivate trust, manage diversity and coordinate across dispersed contexts, the study provides new insights for both theory and practice in virtual collaboration and global talent management.

PurposeThis study examines the risk perception and risk reduction strategies of incentive travel participants from a human-destination interactions approach.Design/methodology/approachQualitative methods were used in this research with a total of 47 employees who participated in incentive travel.FindingsSix distinct dimensions of risk perception were identified: weaknesses in public safety, threats to health, concerns regarding performance effectiveness, insufficient access to information, apprehensions associated with air travel and mobility, and uncertainties surrounding the inherent characteristics of the incentive travel experience. Moreover, three mitigating factors were observed to attenuate perceived risks: trust in the employing organization, trust in local service providers and an individual's self-efficacy.Research limitations/implicationsMain limitation to a study covering a larger geographical area is the need for more nationalities among the research team.Practical implicationsThe companies must involve outstanding employees in preparation for the incentive travel or even to gather the experiences of those who have participated in journeys in previous years with a view to the future. Another dimension is to increase and support the self-confidence of employees before the travel.Social implicationsInvolvement of the employees can increase the motivational value of incentive travel, and participation can even have an outright prestige value for a broader range of employees.Originality/valueThe role of companies in increasing trust is the crucial point. It raises employees' engagement and performance in the workplace and reduces the risk perceptions of employees who benefit from incentive travel. During an incentive travel, both the human interaction and destination factors must be managed.

PurposeDigitalization drives organizational change. The use of data analytics (DA), a key digital technology, aims to enhance management control (MC) effectiveness by enabling the analysis and processing of large quantities of data with sophisticated tools. However, the positive effects of DA may not be due to the mere use of this technology but rather the way it is used. This paper aims to explain how data analytics capabilities, the different modes of using DA and the importance of the MC function explain MC effectiveness as an organizational outcome.Design/methodology/approachA research model is tested using structural equation modeling and a sample of 222 European firms.FindingsStronger DA capabilities support both the diagnostic and interactive DA use, but only interactive DA use is positively associated with MC effectiveness. These effects are not contingent on the importance of cybernetic or planning controls. This suggests that MC effectiveness gains are attributable to the interactive use of DA: the benefits stem from embedding analytics in ongoing managerial dialogue, thereby supporting learning, sensemaking and the reconfiguration of accounting and organizational routines.Originality/valueThis study challenges the often implicit assumption that the more DA, the better, and provides a more nuanced view on the different uses of DA and their effects. The authors show that DA contributes to change not through mere tool adoption but through the interactive enactment of analytics.

PurposeThis study aims to investigate the factors that drive and enhance sustainable supply chain management (SSCM) practices and performance, leveraging smart-contract-enabled green blockchain technology (BT). Specifically, it builds a research framework based on the dynamic capability view (DCV) theory to explore the interrelationships among green knowledge acquisition (GKA), generative AI (GAI), green BT, green organizational memory, and organizational environmental and operational performance.Design/methodology/approachA quantitative research approach was adopted. Cross-sectional survey data were collected via an online survey, yielding 318 valid responses from supply chain professionals in China. The hypothesized relationships within the proposed framework, grounded in DCV theory, were tested using Structural Equation Modeling via AMOS 24 and SPSS 23. Confirmatory factor analysis was conducted to validate the measurement model, and moderation effects were examined using mean-centered interaction terms within the SEM framework.FindingsThe analysis confirms the proposed framework's validity and reveals several key findings: GKA positively impacts green BT. GAI significantly moderates the effect of GKA on green BT, strengthening the transformation of green knowledge into smart-contract-enabled blockchain capability. Green BT positively influences both environmental performance and operational performance. Green organizational memory acts as a crucial moderator, strengthening the positive relationships between green BT and both environmental and operational performance, amplifying the performance effects of green BT on both environmental and operational outcomes. Environmental performance ultimately contributes positively to operational performance.Practical implicationsOrganizations in the supply chain sector can leverage these insights by prioritizing and maximizing GKA to effectively embed sustainability. Managers should promote the effective use of GAI in their processes, as it enhances the conversion of knowledge into tangible green BT implementations. Furthermore, maintaining a robust green organizational memory is recommended to maximize the performance returns from investments in green BT innovations.Originality/valueThis paper offers significant theoretical novelty by integrating GAI and green organizational memory as key dynamic capabilities within the DCV framework to examine green BT adoption in SSCM, a perspective previously underexplored. It is among the first to empirically confirm the moderating roles of both GAI and green organizational memory in the context of sustainable technology implementation, providing a unique model for achieving superior environmental and operational outcomes.

This study employs the attention-based view (ABV) to examine the impact of regulatory focus dispersion on family and non-family firms. Guided by the socioemotional wealth framework, family firms face challenges as diverse regulations threaten family firm performance. Family firms (non-family firms) realize negative (positive) performance with increasing regulatory focus dispersion. This research contributes by integrating ABV with family firm characteristics and regulatory focus dispersion, offering implications for increasingly regulatory environments. Modern businesses must simultaneously comply with diverse regulations spanning financial reporting, environmental rules, labor law, and trade restrictions. This study examines how this complexity affects family-owned versus non-family businesses differently. We find a contrast: when businesses navigate more diverse regulatory requirements, family firms experience declining market valuations while non-family firms perform better. Family businesses concentrate decision-making among a few family members, juggling business and family priorities. Diverse regulations overload this structure. Non-family firms, with professional management teams and distributed authority, assign specialists to different regulatory areas without overwhelming any single decision-maker. Policymakers should recognize that regulatory complexity imposes unequal burdens. Family businesses should consider strategic governance changes like specialized compliance officers while maintaining family control.