Process Virtualization Theory (PVT) proposes a set of requirements and relationships to explain and predict whether or not a knowledge work process can be successfully virtualized. However, at least in remote work, the crisis-driven digital transformation (e.g., during the COVID-19 pandemic) shows that almost all knowledge work processes can be virtualized unexpectedly and immediately. Since the requirements for these processes remain the same and need to be met to continue the processes remotely, an interesting question arises of how information technology (IT) can help to meet these requirements in a crisis-driven digital transformation of knowledge work. To address this question, we conducted 40 semi-structured interviews with a multiple-case approach using a critical realist perspective. Our findings contribute to information systems (IS) research in a twofold way. First, we demonstrate that the crisis-driven digital transformation of knowledge work triggers a revisited perspective on PVT by turning virtualized knowledge work processes into a prerequisite. Second, we show how the IT characteristics of PVT (representation, reach, monitoring capability) help to fulfill knowledge work process requirements in remote work settings and outline two additional IT characteristics (social presence and situation awareness) that positively support the fulfillment.

BACKGROUND: The virtual and real worlds of work are increasingly merging through digital transformation. This also applies to products and services. Virtual Reality (VR) with all its learning opportunities is a promising technology to improve workflows and enable transparency between different departments and organizations. This transparency is particularly important when it comes to preventing potentially dangerous work situations. OBJECTIVE: We investigate weaknesses in competence transfer processes between computer-aided designers and service employees connected in a hybrid value chain. On the one hand, designers receive only little feedback, hence are missing necessary evaluation to adjust their designs to empirical specifications. On the other hand, service employees, therefore, work with sometimes impractical machine designs which makes their work on-site unergonomic, dangerous, and more difficult. METHODS: We present a design science-driven, empirical approach to provide enhanced competence transfer with the help of VR. Thereby, we evaluate a self-developed VR demonstrator with an iterative approach consisting of 60 qualitative interviews. RESULTS: The developed VR demonstrator supports interorganizational sharing of (tacit) knowledge by enabling designers to take the service perspective and ensuring collaboration across organizational boundaries. By intentionally using VR technology as an interruption to the work, the design can be viewed from a service perspective and evaluated for occupational safety and health issues. CONCLUSIONS: The work process improvements achieved by the VR demonstrator enable early consideration of design issues that are particularly relevant to safety, thus ensuring greater occupational safety and health protection in the processes for service employees.

ZusammenfassungDie Arbeitswelt und ihre Gestaltung befinden sich in einem stetigen Wandel. Der Einsatz neuer Technologien trägt dazu bei, die Innovationskraft und auch die allgemeine Attraktivität eines Unternehmens zu steigern. Dennoch müssen Unternehmen abwägen, ob ein solcher Einsatz auch unter wirtschaftlichen Gesichtspunkten erfolgsversprechend ist. VR-Technologien sind in den letzten Jahren deutlich erschwinglicher geworden und ihre Einsatzgebiete haben sich kontinuierlich weiterentwickelt. Die Gestaltung von virtuellen Umgebungen bietet umfangreiche Möglichkeiten. So nutzen Unternehmen virtuelle Showrooms zur Unterstützung des Verkaufsprozesses, setzen VR-Trainingsszenarien für die Aus- und Weiterbildung ihrer Mitarbeiter*innen ein, planen virtuelle Veranstaltungen als Antwort auf die Restriktionen der COVID-19 Pandemie oder beschäftigen sich mit virtuellen Kompetenzassistenten. Die Potentiale von VR-Technologien sind dabei weitreichend und können durch einen gezielten Einsatz vielversprechende Lösungen bieten. Das Projekt aSTAR verfolgte das Ziel, die Kompetenzvermittlung zwischen Konstrukteur*innen und Servicemitarbeiter*innen durch eine VR-Technologie zu unterstützen. Zu diesem Zweck wurden zunächst VR-Simulationen der Montage- und Wartungsszenarien am Kran entwickelt. Im Verlauf des Projektes entstand parallel eine VR-Software, die eine individuelle Gestaltung der VR-Umgebung ermöglicht. In die Software können unterschiedliche Kranmodelle sowie Umgebungen und Objekte geladen und flexibel platziert werden. Anschließend lassen sich Arbeitsschritte und -abläufe definieren, welche dann in der VR-Umgebung erlebt und bearbeitet werden können. Darüber hinaus sollte durch die VR-Entwicklung eine Möglichkeit entstehen, den CAD-Entwurf einfach in die VR zu übertragen (CAD2VR). Dies würde es den Konstrukteur*innen erlauben, ihren CAD-Entwurf in die VR zu laden und diesen dort aus einer Montage- und Serviceperspektive zu bewerten und bei Bedarf anzupassen. Durch die kontinuierliche Evaluation und Erhebung qualitativer Daten durch die Endanwender*innen konnte die Integration der VR-Technologie in bestehende Arbeitsprozesse aus vielen Perspektiven betrachtet werden. Somit können nun Strategien und Richtlinien formuliert werden, die die Integration der genannten VR-Szenarien und der CAD2VR-Anwendung unterstützen und übertragbare Ansätze für die Praxis liefern. Zusätzlich zu den VR-Technologien wurde eine Wissensplattform für die Montage- und Wartung am Kran aufgesetzt. Diese hatte zum Ziel, basierend auf einem intelligenten Suchalgorithmus, durch das Scannen von z. B. QR-Codes Informationen (Bedienungsanleitungen, Zusatzinformationen für bestimmte Krantypen) zur Montage- und Wartungsunterstützung bereitzustellen.

Simulating road accidents in a virtual reality (VR) environment and making the rescue chain experienceable is valuable because it allows users to practice their behaviour and react more confidently and effectively in an emergency. Following the Design Science Research Methodology (DSRM), we present the different steps needed for the development of the VR demonstrator. Since the links of the rescue chain (cordon off the accident scene, send an emergency call, provide first aid and hand over to the paramedics) will be simulated realistically, potential first responders can practice their behaviour and learn from their mistakes. The aim is to impart competencies sustainably and thus to save lives.

Influencers are very common in online marketing. Our study claims that the influencer concept can also be applied to digital transformation projects. Influencers of digital transformation projects may contribute to visualise the benefits and to convince the end users of these projects. Therefore, we introduce the “influencer” as a new concept for user participation and investigate how it enhances the conversational key-user concept. We conducted an explorative study in small and medium-sized enterprises (SMEs), which implemented either the key user or the influencer as participation concepts for digital transformation projects. We explored the relevance of influencers, by highlighting the differences of both concepts (i.e. influencer and key user) in terms of focus, role, motivation, communication, function, direction and objective. Finally, we investigated the success factors of digital transformation in this influencer concept. Based on our results, we formalise the influencer concept enabling the further implementation within organisations.

The impact of COVID-19 on teamwork came abrupt and transformed nearly all teams into virtual teams. A special challenge for leaders of virtual teams, not only in the pandemic, is to foster team cohesion, which positive influences team performance. However, many virtual leaders do not implement cohesion-empowering measures, which in turn can reduce team members' feeling of belonging to both the team and the organization. Our research responds to this short-coming and presents measures which virtual leaders can integrate to strengthen cohesion. Within 40 interviews in 24 organizations, we identify a wide and comprehensible overview of measures, which can be categorized into “on the job” and “off the job”. Hereby, we not only want to help to overcome the feeling of “loneliness” and “isolation” in the pandemic, but rather contribute to develop a profound feeling of cohesion in virtual teams in the long-term. © AMCIS 2021.

Ein Anwendungsgebiet von Virtueller Realität (VR) in der Arbeitswelt stellen Lernszenarien zur Kompetenzentwicklung dar. Der Beitrag geht der Frage nach, wie bestehende Erfahrungen und Wissensbestände aus der Praxis aufgegriffen werden können, um die Praxistauglichkeit von VR-Lernumgebungen zu erhöhen. Dazu wird das von den Autor*innen entwickelte Verfahren der erfahrungsgeleiteten Gestaltung von VR-Umgebungen zur arbeitsintegrierten Kompetenzentwicklung vorgestellt und am Beispiel der Entwicklung einer VR-Simulation von Montage- und Instandhaltungsprozessen bei Krananlagen veranschaulicht. Indem die herausfordernde Arbeitspraxis von Servicetechniker*innen für die Konstrukteur*innen dieser Anlagen sicht- und erfahrbar gemacht wird, wird die Konstruktionsseite in die Lage versetzt, Montage- und Wartungskontexte besser zu antizipieren, Kransysteme vorausschauend zu gestalten und die Arbeit des Services zu erleichtern und zu verbessern. Praktische Relevanz: Da die Kosten für VR-Systeme im Laufe der letzten 30 Jahre gesunken sind und die Technologie sich weiterentwickelt hat, eröffnen sich auch für kleinere und mittlere Unternehmen (KMU) neue Anwendungsmöglichkeiten. Der Beitrag diskutiert niedrigschwellige und übertragbare Einsatzmöglichkeiten von VR zur Kompetenzentwicklung. Am Beispiel von Montage- und Wartungstätigkeiten wird ein methodischer Weg aufgezeigt, wie Lernen am Gegenstand bzw. im Prozess der Arbeit mit der Entwicklung von VR-Lernumgebungen umgesetzt werden kann. Eine systematische Orientierung an der Praxis und den Erfahrungen der beteiligten Akteure spielt dafür eine entscheidende Rolle.

The literature assumes that the small and medium-sized enterprises enterprise (SMEs) depends on the (digital) skills of the chief executive officer (CEO). In this paper, we examine the influence of CEOs competencies regarding digital transformation of SMEs and show, based on explorative research, which competencies of CEOs are necessary for a successful digital transformation. We conducted five IT expert interviews within the framework of the study to examine these influences. Subsequently, 20 CEOs of different SMEs were interviewed to discover their (digital) skills. The interview data showed that not only competencies are responsible for a successful digital transformation, but that the organization's Information Technology (IT)-Governance makes a significant difference. The interviews show that ITGovernance decisions are closely linked to the competencies of the CEOs. Based on the implicit and explicit competencies, interesting insights into the structuring behavior of the CEOs were gained. Especially for CEOs with a good digital competence profile, some pitfalls became visible, which can only be avoided by IT-Governance measures. Access to IT knowledge became another decisive factor. Based on our findings, we propose IT-Governance strategies depending on CEOs competencies. This enables to implement IT-Governance structures which best suits CEOs individual level of competencies, giving insights of potential behavioral structures.

ABSTRACT With the outbreak of COVID-19, many organizations are facing the challenge of switching to virtual work. A large number of teams suddenly need to work no longer physically but digitally together. However, switching to virtual teamwork is not only a special requirement for the team, but also for the leadership of virtual teams. Despite great efforts to explore virtual leadership, research still lacks an overview of the leadership of virtual teams. We address this gap by presenting the results of a narrative literature review conducted by five independent scientists to map the broadest possible spectrum of results with special attention to a heterogeneity of the results. Thereby, our work provides a point of departure for a structured exploration of virtual team leadership. Keywords virtual teams, leadership, management, emotional intelligence, communication ABOUT THE AUTHOR/S Anna Zeuge University of Siegen anna.zeuge@uni-siegen.de Anna Zeuge works as a research assistant at the Chair of Information Systems, University of Siegen, also being a member of the local institute of interdisciplinary research. After her studies in business administration (B. Sc.) she completed her master degree (Controlling and Risk Management M. Sc.) at the University of Siegen. Her main field of research is teamwork and collaborative work in a digital environment. Additionally, she is interested in and working on work-life-balance and autonomy. Frederike Oschinsky University of Siegen frederike.oschinsky@uni-siegen.de Andreas Weigel University of Siegen andreas.weigel@uni-siegen.de Michael Schlechtinger University of Siegen michael.schlechtinger@uni-siegen.de Bjorn Niehaves University of Siegen bjoern.niehaves@uni-siegen.de New Future of Work 2020, August 3–5, 2020 © 2020 Copyright held by the owner/author(s).

Reaching the ideal level of work life balance can be beneficial for various factors, including well-being and health. Research has already shown that technology plays an important role in facilitating or diminishing work life balance. In this research in progress paper, we want to find out which design elements a) individuals prefer and b) can minimize work life conflict based on their boundary preference. To test our proposed model, we plan to conduct a 2 (Boundary Preference Design: Integration vs. Separation) x 2 (Automaticity: Manual vs. Automatic) between-subjects experiment. With our results, we aim to extend the theory of IT-related boundary tactics by showing which design options are getting preferred depending on the individual boundary preference.

Elevated through the increasing digitalization, employees are expected to be available always and everywhere. According to boundary theory, individuals can manage their boundaries between work and private life on a continuum of integration and separation. As individuals have different preferences for integration or separation, they are implementing IT tactics to meet their preferences. However, there is a lack of research addressing this topic. Therefore, we used an exploratory approach using tools from grounded theory in order to detect IT-related tactics which employees use to manage their boundaries between work and private life in a way that is in line with their preferences. We identified six tactics that varied in their ability to foster integration or separation and could be administered either manually or automatically. These tactics ranged from physical detachment in which employees separate work and private life manually through creating distance between the device and themselves up to dynamic filters with which the device automatically filters messages from different people and lets only relevant messages come through.