The primary focus of this research was to explore through the use of a grounded theory methodology if the human perceptions of trust, isolation, and presence affected the virtual workers ability to accept deep organizational change. The study found that the virtual workers in the sample defined their acceptance of deep organizational change by measuring it through a self-defined perception of productivity. Productivity was the cornerstone in not only allowing the virtual workers to be and remain virtual workers but it also showed that this self-defining definition of productivity strongly correlated to self-efficacy. What came out of this study was a new theory, the change - self-efficacy loop theory, which presents that virtual workers are more concerned with proving self-defined productivity levels versus acceptance of change. The more times a deep change occurs within and between the organization and the virtual worker the wider the connection between the individuals productivity level, which was redefined a self-efficacy, will be connected to the goals and mission of the organization. This widening is depicted in the related model associated with this study. The concept introduced by the new theory can help managers, organizational leaders, and virtual workers to be more successful in terms of productivity related to deep organizational change. The research was conducted through the lens of the virtual workers' perceptions related to the human side of the virtual work environment. The sample of 12 individuals, who had all worked in the virtual work environment for more than one year, resulted in this new theory and model to help individuals cope with the challenges of the virtual work environment.
|Subjects||Management; Information technology; Organization theory|
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